Steve Mav

GUMALA
Gumala Gumala Gumala

Aboriginal Enterprises Investments
Corporation Pty Ltd Pty Ltd
This Annual Report is dedicated to our Members - the Traditonal
Owners of the Banyjima, Nyiyaparli and Innawonga Language
Groups
Kaye White - Banyjima Artist - Birrubirri: A rainbow Eater

About This Report
The Gumala Group represents present the Gumala traditional owner
the interests of the Banyjima, membership with a comprehensive
Nyiyaparli and Innawonga overview of the Gumala Group’s 2013-14
Traditional Owners from the financial and non-financial achievements
Pilbara region in the state in a format that also acknowledges the
of Western Australia who complex operating environment. the
collectively worked together to consolidated Annual report seeks
negotiate and sign the historic to set a new standard in Aboriginal
Yandi Land Use Agreement with corporation reporting by providing a level
Hamersley Iron Pty Ltd (a 100% of transparency above and beyond any
Rio Tinto owned company) financial reporting requirements.
through Gumala Aboriginal throughout this report reference to ‘GAc’
Corporation. The term “Gumala” refers to Gumala Aboriginal corporation
is the Banyjima word for “All (ABn 93 807 596 843; icn 2744) being
Together” and is a powerful the Parent company. reference to “GEPL”
symbolic representation of the refers to Gumala Enterprise Pty Ltd
unity between the language (ABn 95 079 982 988; Acn 079 982 988)
groups and the socially being the Business Subsidiary company.
orientated objectives of the reference to “GiPL” refers to Gumala
General Gumala Foundation investments Pty Ltd (ABn 47 077 593 581;
(GGF). Acn 077 593 581) being the independent
the GGF consists of Gumala Aboriginal trustee company.
corporation (GAc) and Gumala
this annual report provides a summary
investments Pty Ltd (GiPL), while Gumala
of the operations, activities and financial
Enterprises Pty Ltd (GEPL) operates under
position of the GGF related entities: GAc,
the Gumala Enterprises trust (GEt) which
GEPL and GiPL as of 30th June 2014. An
is a related entity. For the first time in
unqualified reference to the term “year”
2013-14 all three GGF related entities
refers to the 2013-14 financial year. All
have “come together” to produce a
dollar figures are expressed in Australian
consolidated Annual report. the goal
dollars (Aud).
of the consolidated Annual report is to
OPPOSITE: tHE tHrEE cHAirS oF tHE GumALA GrouP. From LEFt to riGHt; JoHn
LiLLyWHitE cHAirmAn oF GumALA EntErPriSES Pty Ltd, coLLEEn HAyWArd
cHAirWomAn oF GumALA inVEStmEntS Pty Ltd And cHArLES SmitH, cHAirmAn oF
GumALA ABoriGinAL corPorAtion
GUMALA GROUP ANNUAL REPORT 2013-14 5

Glossary of Terms & Acronyms The General Gumala Group
AGM: Annual General meeting
ASIC: Australian Securities and investments commission
- A 17 Year Journey
ATO: Australian taxation office
BANYJIMA: A Gumala traditional owner Language Group
BENEFICIARIES: refers to traditional owners who are listed on the GiPL register of Beneficiaries and their children The General Gumala Foundation (GGF) was established after the signing of the Yandi Land
Use Agreement on the 1st March 1997 through Gumala Aboriginal Corporation (GAC).
CATSI ACT: the corporations (Aboriginal and torres Strait islander) Act 2006
Gumala Aboriginal corporation (GAc) and Gumala investments Pty Ltd (GiPL) operate under the umbrella of the
CEO: chief Executive officer GGF, while Gumala Enterprises Pty Ltd (GEPL) operates under the Gumala Enterprises trust (GEt) which is a related
CHANEY-LENNON REPORT: the report prepared by the Honorary Fred chaney and the Honorary Paul Lennon, and entity. the Gumala Group comprises of GAc, GEPL and GiPL.
which is also referred to as the third review of the yandi Land use Agreement despite operating in a socially complex environment, over the past 17 years the GGF has proactively developed and
EO: Executive officer administered a broad array of initiatives for the Gumala traditional owner Beneficiaries. the focus of the GGF has
been providing direct benefits related to community development, Education & training, Business development,
ERP: Enterprise resource Planning culture and Health & Wellbeing.
GAC: Gumala Aboriginal corporation (manager of the GGF) Gumala Group initiatives have not just contributed to the alleviation of poverty, suffering, hardship and distress but
GET: Gumala Enterprises trust have also contributed to Gumala traditional owners achieving social, economic and cultural empowerment.
GEPL: Gumala Enterprise Pty Ltd (the GGF Profit Entity) the Gumala Group has continuously evolved and a key achievement has been the development of robust
organisational capabilities that have effectively enabled traditional owners to move towards self-determination.
GGF: General Gumala Foundation comprising of GAc & GiPL
moving forward, the Gumala Group’s greatest resource is the Gumala traditional owner membership. Every GGF
GIPL: Gumala investments Pty Ltd (trustee to the GGF) strategic program, initiative and organisational capability continues to be guided by the values of our traditional
GIS: Gumala information System (GAc’s customer relationship management software) owners.
GUMALA CHILD AND GUMALA CHILDREN: refers to a child or children registered with GAc
THE GUMALA GROUP: comprises of GAc, GEPL and GiPL
GUMALA MEMBER: refers to a person listed on the GAc register of members
IT: information technology
INNAWONGA: A Gumala traditional owner Language Group
IUC: income utilisation category
KER: Karijini Eco-retreat
MD: managing director
MST: members Service team
NYIYAPARLI: A Gumala traditional owner Language Group
ORIC: office of the registrar of indigenous corporations
PBI: Public Benevolent institution taxation Status
PR: Public relations
RIO TINTO: rio tinto also refers to subsidiary companies Hamersley iron Pty Ltd and Hamersley iron – yandi Pty Ltd
TRADITIONAL OWNER: refers to a person who is under aboriginal tradition the traditional owner or custodian of the
traditional lands.
TOCBS: traditional owner capacity Building Strategy
YLUA: the yandi Land use Agreement (1997)
diScLAimEr: WHEn ViEWinG tHiS rEPort And SHArinG it WitH FAmiLy And FriEndS, PLEASE BE mindFuL tHAt it mAy
contAin imAGES And/or nAmES oF PEoPLE WHo HAVE SincE PASSEd AWAy.
6 GUMALA GROUP ANNUAL REPORT 2013-14 GUMALA GROUP ANNUAL REPORT 2013-14 7
Objectives of the General
Gumala Foundation
The Overall Guiding Objective is to provide direct relief from poverty, sickness,
suffering, distress, destitution and misfortune for Traditional Owners of the Banyjima,
Innawonga and Nyiyaparli language groups without discrimination.
SPECIFIC GGF OBJECTIvES:

Annual Report
to bring lasting and tangible benefits to the traditional owners
Table of Contents
to provide for or undertaking of training and education of
traditional owners
to assist the traditional owners in becoming economically

independent whether by the acquisition or establishment of
economic enterprises or interests therein or otherwise
Introduction Pages 11 to 29
to fund, administer and assist with the development and
implementation of community projects The Gumala Group Pages 32 to 63
to improve the housing, living conditions, health and general Gumala Aboriginal Corporation Pages 64 to 166
standards of living of the traditional owners
Gumala Enterprises Pty Ltd Pages 167 to 215
to establish training centres to carry on the training and
education of traditional owners Gumala Investments Pty Ltd Pages 216 to 258
to assist the traditional owners in the acquisition, development

and establishment of homeland communities
to invest portions of the trust Funds for the long term benefit of
the traditional owners
to assist the traditional owners in asserting and maintaining their

traditional rights to land and otherwise.
8 GUMALA GROUP ANNUAL REPORT 2013-14

Gumala Aboriginal Corporation
Chairman’s Report
It is a privilege to have entities to advance self-determination

been chosen to resume the and capacity building for the Traditional
chairmanship of the second Owners.
largest Aboriginal Corporation GAC and GIPL entered into a jointly
in Australia after becoming the agreed five year Strategic Plan (2014-
inaugural chair seventeen years 2019) and have been involved intensively
ago following the historic signing in improving the way in which the General
of the Yandi Land Use Agreement Gumala Foundation (GGF) must operate
(YLUA). in their respective roles as Manager and
Trustee.
For the first time, Gumala Aboriginal GAC and GEPL entered into a service
Corporation (GAC) and its two related agreement whereby “administrative”
entities; Gumala Investments Pty Ltd functions are handled by GAC; resulting in
(GIPL) and Gumala Enterprises Pty Ltd significant savings for GEPL’s commercial
(GEPL) are able to present a consolidated activities and enabling more benefits to
Annual Report. flow to the Beneficiaries. Critically, our
CEO at GAC also holds the position of
The “working together” model that now MD at GEPL; maximising the strategic
exists between GAC, GIPL and GEPL alignment.
has only been achieved after a difficult
journey. On a final note, I wish to recognise
my counterpart, Professor Colleen
All three Boards, together with a Hayward who under her stewardship
competent, energised and focused has implemented critical changes to
Management team under the leadership the operations at GIPL. I also wish to
of Mr Steve Mav, have sought to improve acknowledge my other counterpart
the way in which services are provided at GEPL, Mr John Lillywhite who has
to the three language groups who form overseen our commercial interests. Gumala aboriginal corporation
Gumala; the Banjima, Nyiyarparli and
On behalf of the Board, I hope you find chairman charles smith
Innawonga people based in the North
West of Australia. the Annual Report truly enlightening as
introduction TABLE OF CONTENTS you read through our historical growth
Following the unsuccessful “merger” and appreciate how we have become
attempt between GAC and GIPL in a mature and successful Aboriginal
June 2011, all three entities committed Corporation in Australia.
CHAIR & CEO Reports 11 -17 themselves to finding a viable way
forward to achieving three fundamental
Gumala Group Consolidated Financials 18 - 21 outcomes: (1) Strategic Alignment
GAC Executive Summary 22-25 between the Parent company and the
two subsidiary trustee companies, (2)
GEPL Executive Summary 26 - 27 Cost Synergies to reduce administration
expenses and duplication costs, and
GIPL Executive Summary 28 - 29 (3) ‘Aboriginalisation” of the Gumala Charles Smith
GAC Chairman and Banyjima Elder
GUMALA GROUP ANNUAL REPORT 2013-14 11

CEO/MD’s Report
This year marks an historic milestone Furthermore, the strong leadership
– the “bringing together” of the displayed by the Chairs of the three
Gumala Group Of Companies into a Boards (Mr Charles Smith, Professor
consolidated annual report under Colleen Hayward and Mr John
the banner of the General Gumala Lillywhite) together with the constant
Foundation (GGF); one of the largest support and guidance of our Elders,
indigenous charitable foundations has characteristically provided the
in Australia. stability required to manage our diverse
operations and to succeed. To quote
the 26th President of the United States,
As you peruse through the Annual Report Theodore Roosevelt:
you will observe that Gumala Aboriginal
Corporation (GAC), Gumala Enterprises “I wish to preach, not the doctrine of
Pty Ltd (GEPL) and Gumala Investments ignoble ease, but the doctrine of the
Pty Ltd (GIPL) commonly referred to as the strenuous life, the life of toil and effort,
Gumala Group, have advanced the mutual of labor and strife, to preach the highest
goals of self-determination and capacity form of success which comes, not to the
building for our Traditional Owners; the man who desires mere easy peace, but
Banyjima, Innawonga and Nyiyaparli to the man who does not shrink from
people. danger, from hardship, or from bitter toil,
and who out of these wins the splendid
To reflect the significant growth of our
ultimate triumph”.
operations, an “encyclopaedia” has been
developed in addition to the three On behalf of Management, it remains
separate unqualified audited financial a privilege to serve and to continue
reports. to pursue successful outcomes for our
The achievements highlighted mirror Traditional Owners notwithstanding the
challenges which confront us every day. Gumala aboriginal corporation ceo /
the economic and social development of gumala enterprises Pty Ltd MD
the State of Western Australia given our
dependency on the iron ore price and
the degree of land disturbance on our
Traditional Lands.
Over the past few years, we have been
blessed to have been experiencing a
period of record growth which in turn
has enabled the Gumala Group to pursue
many strategic objectives.
Critically, this has included releasing over
$38 million over the past four years in
direct grants to our 1200 Adult Traditional
Owners and their children. No other
Aboriginal Corporation has achieved such
a record!
Working within a socially complex and
politically charged environment requires
resilience, perseverance and purpose. It Steve Mav
is a characteristic each and every staff
member is required to possess to enable
collective success.
CEO /Gumala Enterprises Pty
Ltd MD
Gumala Enterprises Pty Ltd
Chairman’s Report
The resource boom in the State of Furthermore, GAC and GEPL signed a recorded an increased net profit. While will grow, diversify and generate positive
Western Australia is over, and as a shared service agreement to formalise the net profit for the 2013-14 financial benefits for Traditional Owners.
consequence the Pilbara resource the implementation of the new year increased by 14.21% (2013-14 net
I am excited about the prospect of GEPL
sector is now focused on cost GGF Integrated Corporate Services profit = $3,974,063; 2012-13 net profit
working closely with GAC’s new Home
savings and innovation. model. The consolidation of corporate $3,479,539), the GEPL civil works business
Renovation & Maintenance Team.
services has resulted in a streamlined arm performed below expectations.
administrative service model, significant Distributions from Joint Venture The GEPL team is energised to
While the new economic environment cost savings and a more robust corporate arrangements, and in particular ESS demonstrate our Traditional Owner value-
presents challenges, in 2013-14 GEPL governance model. GEPL has already Gumala, accounted for $2,068,673 or 52% add to existing and future partners.
developed a new business configuration abolished key management positions, and of the net profit.
after successfully implementing therefore significant cost savings have
My strong expectation is that GEPL will
recommendations from a review already been achieved.
significantly improve contracting based
conducted by independent consultants income in the coming years as a result
I am confident that difficult choices
Ernst & Young. of the new GAC-GEPL synergies and the
made in 2013-14 will significantly benefit
The Ernst & Young Report recommended Traditional Owners, the GEPL business GEPL business operating in accordance
strategic alignment between GAC- and the wider GGF in the future. with an aligned GGF strategic direction.
GEPL, and I am proud to report that the A key highlight that I would like to
A consequence of the new GAC-GEPL
two Gumala entities have developed celebrate is Gumala Contracting signing
alignment was the implementation of a
a symbiotic relationship focused a Yandicoogina mine servicing contract
new criterion for being involved in a Joint
on achieving positive outcomes for with Rio Tinto for over $12m. Gumala
Venture partnership.
Traditional Owners. Traditional Owners receive compensation
A criterion for GEPL entering into a Joint
Consistent with a key Ernst & Young funds from the Yandicoogina mine, and it
Venture partnership is a commitment
Report recommendation, the GAC CEO is within the spirit of the Yandi Land Use
to actively work with both GAC and
role has been “merged” with the GEPL MD Agreement (YLUA) that GEPL signed a
GEPL to empower our Traditional Owner
role. A testament of the closer working contract to provide high quality services
membership.
relationship is that the GEPL Board for the at Yandicoogina.
Gumala enterprises pty ltd chair first time approved a cash distribution GEPL is seeking to obtain a competitive
john lillywhite Karijini Eco-Retreat operates under a John Lillywhite
from profits to be distributed to both GAC advantage in the market place by
management agreement. During the
and GIPL. demonstrating our track record of being Chairman of
financial year the retreat invested in
a 100% owned Indigenous organisation
At last, Gumala Traditional Owners have major infrastructure repairs and new Gumala Enterprises Pty Ltd
that shares business generated benefits
received direct benefits from GEPL trading accommodation. I am particularly excited
with Traditional Owners.
profits. about the building of a new Cultural
Businesses who work closely with GEPL Amphitheatre.
The GAC-GEPL strategic alignment has
will be assured that their investment
also resulted in the development of New A newly formulated Karijini Eco-Retreat
with an Indigenous Corporation will
Capabilities, Cost Savings and Economies plan emphasises the importance of
result in direct benefits and life changing
of Scale. involving Gumala Traditional Owners in
opportunities for Traditional Owners. I
this World Renowned tourism business.
GEPL employed seven Gumala Traditional am also confident that under the day-
The Cultural Amphitheatre will be a
Owners who were supported by GAC to-day management of GEPL’s Managing
perfect place for Gumala Members to
under a newly implemented GGF Director, Mr. Steve Mav, GEPL now has an
provide tourists from around the world
Traditional Owner Capacity Building executive management team who are
with an interactive and educational
Strategy (TOCBS). A new Enterprise Traditional Owner focused.
Traditional Owner experience that they
Resource Planning (ERP) System is being will remember forever.
Under challenging economic conditions
rolled out across the three Gumala and during a period when GEPL was
entities, from which GEPL will derive Looking forward into the new financial
being restructured, GEPL as Trustee
future benefits. year I have strong expectations that GEPL
for the Gumala Enterprises Trust (GET)
Gumala Investments Pty Ltd
Chairperson’s Report
It is my privilege to report on the informed estimates about how much reasonably strong performance of the overall investment holdings of the
activities and position of Gumala revenue the GGF could expect to receive Foundation.
Investments Pty Ltd as the under the Yandi Land Use Agreement.
At the end of the financial year, GIPL’s investment holdings have grown from
Trustee’s first Indigenous Chair, These projections sometimes predicted $87,459,111 at June 30th 2013 to $95,370,605 at June 30th 2014. Securing the
and I thank my fellow Directors high levels of revenue if it was expected sustainability of the Foundation is essential.
for their support. I acknowledge that the price of iron ore and the extent
the work and achievements of the The two-pronged strategy for ‘sustainability’ includes focusing on investments
of land disturbance at the Yandi mine
previous GIPL Board. for the accumulation of the Future Fund, while looking at the overall cost
would be high. If the price was expected
efficiency of programs and projects in delivering ‘value for money’ to
to be lower, or production was expected
Beneficiaries.
to decrease, then the amount that was
The General Gumala Foundation remains expected to be received would also be GIPL continues to work to ensure the accuracy of the Traditional Owner
strong. Difficult decisions made during lower. But even our best estimations Register. While this is taking longer than the Board prefers, it is vital that this
the 2013-14 financial year will ensure were frequently wrong. This became a work is thorough.
greater strength and resilience into the serious problem during last year, because
future. Reviews such as the Third Review of the General Gumala Foundation and the
revenues have decreased even more than
Trust Deed are an important tool in establishing how we got to where we are,
GIPL and GAC are very strongly expected.
and their recommendations can help to overcome issues that have arisen in the
committed to working together to the Accordingly, the Board has worked with past. Those recommendations must be considered, though, in the context of a
greatest extent possible while respecting GAC to collaboratively arrive at a new strategic vision of the future: what are the aspirations of our Beneficiaries and
the different role each has within the methodology for preparing budgets, with how do the entities of the General Gumala Foundation work together to bring
Foundation. I recognise, in particular, the immediate effect. This means abandoning those aspirations to life?
efforts of GAC’s Chairman Charles Smith the assumptions that formed the expired
There is still so much work to be done in setting the direction for the GGF and
and CEO Steve Mav for the constructive three year funding agreement with GAC.
establishing priorities for success.
leadership they have shown.
The new approach that the Board has
Your Board is committed to working with GAC to help it, as Manager, steer
The Board strongly believes that an adopted is based on actual cash received
a course to sustainable cultural, economic and social programs that help
independent, vital Trustee is fundamental throughout the year.
Innawonga, Banyjima, and Nyiyaparli people provide better futures for their
to ensuring a sustainable Foundation.
The new approach has an impact on how families.
Gumala investments chairperson GIPL and GAC plan and budget, and will
There are opportunities to collaboratively
Colleen Hayward have a significant effect on GAC in the
harmonise systems and procedures
between GIPL and GAC, but this must not 2014-15 financial year. It is a testament to
compromise the Trustee’s independence. the maturity of the relationship between
GIPL and GAC that the consequences of
While GIPL requires far fewer employees this decision are being worked through
than GAC, it still requires some staff to with goodwill and dedication.
implement the Board’s decisions and
provide us with independent advice. It The GIPL Board strongly supports the
has taken a great deal of thought, and continuation of GAC’s Traditional Owner
some trial and error, to develop the best Capacity Building Strategy and the Home
possible support structure for the GIPL Renovations and Maintenance program
Board. during this period of transition.
We are confident, though, that the hard By the end of the 2014-15 financial year,
work we are undertaking in establishing a GIPL will have a very clear picture of how
much is available to fund GAC activities
new team of executive and administrative Professor Colleen Hayward
for the following year. This means more
support staff will see a much more stable
predictability, certainty and sustainability GIPL Chairperson
and effective Trustee in the future.
for the GGF.
In the past, GIPL and GAC looked at the
The last financial year has seen a
commodities market and made relatively
Gumala Group Compilation Financial Report Gumala Group Compilation Financial Report
Income Statement Balance Sheet
Year Ended 30 June 2014 Year Ended 30 June 2014
GUMALA GROUP GUMALA GROUP
COMPILATION FINANCIAL REPORT COMPILATION FINANCIAL REPORT
INCOME STATEMENT
YEAR ENDED 30 JUNE 2014 BALANCE SHEET
YEAR ENDED 30 JUNE 2014
GAC GGF GET Eliminations Total

$ $ $ $ $
$ $ $ $ $
Income
CURRENT ASSETS
Rendering of Contract Services - - 32,874,973 (284,576) 32,590,397
Cash & Cash Equivalents 793,100 23,512,236 5,191,444 - 29,496,780
Karijini Accommodation Revenue - - 1,303,516 - 1,303,516
Trade & Other Receivables 8,858,457 2,799,786 4,096,847 (8,195,175) 7,559,915
Karijini Food and Beverage Income - - 848,328 - 848,328
Inventory & Work In Progress - - 3,814,156 - 3,814,156
Land Use Funds - 20,740,515 - - 20,740,515
Other Current Assets 84,382 - - - 84,382
Investment Income - 3,607,538 - - 3,607,538
TOTAL CURRENT ASSETS 9,735,939 26,312,022 13,102,447 (8,195,175) 40,955,233
Rental Income - 1,134,047 - - 1,134,047
Grant Income - - 110,000 - 110,000
Finance Income - - 230,840 - 230,840 NON-CURRENT ASSETS
Funding from General Gumala Investments 52 - - - 52
20,740,099 - - (20,359,860) 380,239 Trade & Other Receivables 1,311,824 5,504,157 - (6,378,398) 437,583
Foundation - Member Benefits
Funding from General Gumala Property, Plant & Equipment 687,501 3,782,974 2,599,588 - 7,070,063
6,317,002 - - (5,784,577) 532,425
Foundation - Administration Investment Properties 6,735,523 19,715,041 - - 26,450,564
Share of Profit from Joint Venture - - 2,068,673 - 2,068,673 Investment in Joint Venture Entity - - 1,748,210 - 1,748,210
Profit Distribution From Subsidiary 1,987,033 - - (1,987,033) - Other Investments - - 3,215,459 - 3,215,459
GET Distribution - 5,066,571 - (5,066,571) - Projects 2,063,437 - - - 2,063,437
Fair Value Gain on Disposal of Available for Sale Financial Assets - 52,143,328 - - 52,143,328
- 109,805 - - 109,805
Financial Assets TOTAL NON-CURRENT ASSETS 10,798,337 81,145,500 7,563,257 (6,378,398) 93,128,696
Fair Value Changes on Financial
- 3,926,951 - - 3,926,951
Assets
TOTAL ASSETS 20,534,276 107,457,522 20,665,704 (14,573,573) 134,083,929
Other Income 2,022,646 - 7,701 (150,000) 1,880,347
Total Income 31,066,780 34,585,427 37,444,031 (33,632,617) 69,463,621
CURRENT LIABILITIES
Trade & Other Payables 3,183,364 2,627,575 4,658,003 (2,698,902) 7,770,040
Cost of Sales
Short Term Provisions 370,874 1,477 259,234 - 631,585
Contracting Services Cost of Sales - - (27,968,756) - (27,968,756)
Other Current Liabilities 5,307,697 - - - 5,307,697
Karijini Expenses - - (613,777) - (613,777)
Amounts Owing to Related Parties - - 1,793,491 (1,278,396) 515,095
Total Cost of Sales - - (28,582,533) - (28,582,533)
Committed Funds - 4,857,075 - (4,857,075) -
TOTAL CURRENT LIABILITIES 8,861,935 7,486,127 6,710,728 (8,834,373) 14,224,417
Gross Profit 31,066,780 34,585,427 8,861,498 (33,632,617) 40,881,088
NON-CURRENT LIABILITIES
Expenses Long Term Provisions 87,584 - 96,504 - 184,088
Employee Benefits Expense - 776,761 2,645,991 (50,000) 3,372,752 Other Payables - - 499,908 - 499,908
Depreciation 661,888 221,178 - - 883,066 Amounts Owing to Related Parties - - 5,739,200 (5,739,200) -
GGF Funded Member Benefits 19,578,028 - - (380,924) 19,197,104 TOTAL NON-CURRENT LIABILITIES 87,584 - 6,335,612 (5,739,200) 683,996
GGF Funded Administration Costs 4,875,124 - - (3,652) 4,871,472
Other Funded Member Benefits TOTAL LIABILITIES 8,949,519 7,486,127 13,046,340 (14,573,573) 14,908,413
1,774,500 - - - 1,774,500
Expense
Other Funded Administration Costs 406,050 - - - 406,050
NET ASSETS 11,584,757 99,971,395 7,619,364 - 119,175,516
Traditional Owner Capacity Building
2,071,901 - - - 2,071,901
Strategy
Investment Rental Expenses & EQUITY
- 624,990 - - 624,990
Outgoings
Member Funds - 94,534,885 - - 94,534,885
Marketing and Advertising Expenses - - 109,106 - 109,106 Retained Earnings 7,499,226 - 7,619,364 (7,619,364) 7,499,226
Occupancy Costs - - 324,595 - 324,595 External Funds Reserve 1,342,257 - - - 1,342,257
Management & Administrative Asset Revaluation Reserve 2,743,274 5,436,510 - - 8,179,784
- 1,678,920 1,807,743 - 3,486,663
Expenses
Non Controlling Interest - - - 7,619,364 7,619,364
Member Benefit Grant Funding Costs - 20,359,860 - (20,359,860) -
TOTAL EQUITY 11,584,757 99,971,395 7,619,364 - 119,175,516
Manager Operating Costs - 5,784,577 - (5,784,577) -
Other Expenses - 160,937 - - 160,937
Total Expenses 29,367,491 29,607,223 4,887,435 (26,579,013) 37,283,136

NET SURPLUS/(DEFICIT) 1,699,289 4,978,204 3,974,063 (7,053,604) 3,597,952
Gumala Group Compilation Financial Report
Gumala Group Compilation Financial Report
Cash Flow Statement
Statement of Changes in Equity GUMALA GROUP
Year Ended
COMPILATION 30 June
FINANCIAL 2014
REPORT
Year Ended 30 June 2014 CASH FLOW STATEMENT


$ $ $ $ $
CASH FLOWS FROM OPERATING

ACTIVITIES
Receipts From Customers 26,484,141 - 31,235,230 (22,756,032) 34,963,339
Receipts From Land Use YLUA Funds - 25,405,856 - - 25,405,856
Payments to Suppliers & Employees (27,304,748) (3,843,198) (29,328,623) 159,108 (60,317,461)
GUMALA GROUP
COMPILATION FINANCIAL REPORT Interest Received 212,909 1,543,473 60,129 - 1,816,511
STATEMENT OF CHANGES IN EQUITY Interest Paid - - (39,493) - (39,493)
Tax Paid - - (9,816) - (9,816)
Dividend Income - 1,872,984 - - 1,872,984
GAC GGF GET Eliminations Total Rental Income - 1,180,488 - (81,250) 1,099,238
$ $ $ $ $ GET Distribution - 400,000 - - 400,000
Payment for Grant Funding of Member
- (22,678,174) - 22,678,174 -
Balance at 30 June 2013 9,885,468 99,850,266 10,662,896 - 120,398,630 Benefits
Surplus/(Deficit) for the Year 1,699,289 4,978,204 3,974,063 (7,053,604) 3,597,952 Net Cash Provided by Operating Activities (607,698) 3,881,429 1,917,427 - 5,191,158
Profits Distributed to GAC - - (1,987,033) 1,987,033 -
Profits Distributed to GGF - - (5,066,571) 5,066,571 - CASH FLOWS FROM INVESTING ACTIVITIES
Equity Transfers - (4,857,075) - - (4,857,075) Proceeds from Sale of Property Plant &
17,382 - 31,713 - 49,095
Period Adjustments - - 36,009 - 36,009 Equipment
Balance at 30 June 2014 11,584,757 99,971,395 7,619,364 - 119,175,516 Purchase of Property Plant & Equipment (140,682) (828,873) (958,358) - (1,927,913)
Purchase of Projects (451,504) - - - (451,504)

Purchase of Investment Property (2,058,673) - - - (2,058,673)
Distribution from Joint Venture 36,009 - 3,408,159 - 3,444,168
Funding of Bank Guarantee - - (760,410) - (760,410)
Purchase of Available For Sale Investments - (12,342,138) - - (12,342,138)
Proceeds from Disposal of Available for Sale
- 5,777,185 - - 5,777,185
Investments
Net Cash Provided by (used in) Investing
(2,597,468) (7,393,826) 1,721,104 - (8,270,190)
Activities
CASH FLOWS FROM FINANCING ACTIVITIES

Repayment on Leases - - 363,583 - 363,583
Amounts Received from Related Parties 858,366 - 100,000 - 958,366
Amounts Paid to Related Parties (1,849,387) - (1,513,990) - (3,363,377)
Repayment of GHOS loans - 22,786 - 22,786
Net Cash Provided by (used in) Financing
(991,021) 22,786 (1,050,407) - (2,018,642)
Activities
Net Increase/ (Decrease) in Cash Held (4,196,187) (3,489,611) 2,588,124 - (5,097,674)

Cash at Beginning of Year 4,989,287 27,001,847 2,603,320 - 34,594,454
Cash at End of Year 793,100 23,512,236 5,191,444 - 29,496,780

Member Benefits Related Expenses/Administration Expenses
Gumala Aboriginal In the process of providing direct member benefits GAC incurs administration costs. A goal for GAC is to maximise member benefits
expenses* while minimising administration expenses**. In 2013-14 the effectiveness of GAC’s organisational capabilities in delivering
direct benefits to members improved significantly. In 2013-14, for every $1 of total GAC expenditure, 74 cents was spent on direct
Corporation
member benefits and only 26 cents was spent on administration.
MEMBER ASSISTANCE PROGRAM BENEFIT EXPENDITURE
Executive Summary $1.00 AUD
$0.74
GAC Income
$0.53 $0.54 $0.53
Since 2007-08 GAC income has steadily increased. Between 2012/13 $0.50
($23,897,705) and 2013/14 ($29,079,747) total GAC income increased by
$0.40 In 2013-14,
21.68%. In 2013/14 the majority (93%) of GAC income was sourced from
every $1 of GAC
GGF funds. $0.32 expenditure
included 74
cents of member
$29,079,748 benefits
$30m $23,897,705
2007-8 2008-9 2009-10 2010-11 2011-12 2012-13 2013-14
$25m $18,981,548
$17,375,105 Member Benefits to Total Expenses - cents in the AUS dollar
$20m
GAC member benefits expenditure increased by 103.6% between 2012/13 ($9,617,167) and 2013/14 ($19,578,028), while GAC
$10,050,554 $9,180,787 administration expenditure decreased by 12.8% (2012/13 = $7,963,557; 2013/14 = $6,947,025).
$15m
$6,622,799
$10m $35m
administration expenditure
$5m $30m
direct member benefit expenditure
$25m
0
2007-8 2008-9 2009-10 2010-11 2011-12 2012-13 2013-14
$20m
total GAC income since 2007 $15m

Other gac funding
$10m
General gumala foundation funding
$5m
2007-8 2008-9 2009-10 2010-11 2011-12 2012-13 2013-14
GGF FUNDED MEMBER BENEFITS and ADMINISTRATION COSTS
*Note: 2013/14 Administration Expenditure include TOCBS expenses ($2,044,457) even though the TOCBS has been designed to empower Traditional Owners. TOCBS expenses were not included in the
2012/13 Administration Expenditure as the strategy had not been implemented.
Member Benefits Expenditure: Member Assistance Programs, Projects, Financial Relief Payments, Community Assistance Programs, Lore and Culture, Radio Broadcasting
Administration Expenditure: Directors and Board Related Expenses, Employee Benefits Expenses, Other Expenses, AGM Costs, Non-Recovery of Loans, Finance Costs, and TOCBS (2013/14 only)
Traditional Owner Capacity Building Strategy (TOCBS)
Member Assistance Program Benefits
GAc implemented the tocBS to facilitate traditional owners in their journey towards self-determination.
A review of the past five financial years reveals that 2013-14 was the year in which GAc
the tocBS long-term objective is greater involvement by traditional owners in the strategic direction and
distributed the most to benefits to members through the income utilisation categories
day-to-day operations of Gumala entities. the short-term objective of the tocBS is up-skilling Gumala
(iucs). record levels of GAc funding for the Education iuc, the community development
traditional owners through employment opportunities. during 2013/14 there was an 85.7% increase in
iuc, the Business development iuc , and the culture iuc were achieved.
the number of traditional owners employed by GAc. there was also a 585.7% increase in the number of
traditional owners employed by GAc on a causal basis.
EXPENDITURE BY IUC 2009-10 2010-11 2011-12 2012-13 2013-14

48
EducAtion $693,144 $1,546,261 $1,774,845 $1,837,651 $2,304,143
community dEVELoPmEnt $580,101 $1,485,962 $2,501,368 $1,603,428 $4,164,972
BuSinESS dEVELoPmEnt $0 $0 $219,000 $619,617 $1,934,435
cuLturE $57,700 $1,000,000 $830,000 $1,416,748 $1,707,069
HEALtH & WELLBEinG $0 $0 $4,320,131 $2,656,555 $4,182,165
otHEr $0 $0 $480,423.00 $1,483,168 $1,201,405 Gac full time traditional oWner staff
TOTAL MEMBER PROGRAM
$1,330,945 $4,032,223 $10,125,767 $9,617,167 $15,494,189 casuallY emploYed traditional oWner staff
BENEFIT 13
7 7
Key Funding Partnerships

By securing external funding GAc was able to provide additional member benefits. GAc 2012-13 2013-14
increased funding from external partnerships by 215.6%. External fund were the drivers
behind the flagship 3A centre project. External funding also allowed GAc to begin the
process of developing a Gumala rangeland team in the tom Price region.
Operational Achievements
in 2013/14 the GAc call centre processed 36.75% more member program applications, with six less Full
time Equivalent call centre staff.
$1,687,566*
30K
25K 24,800
$534,800 18,136
20K
15K
numBEr oF cALLS
numBEr oF cALLS
20 full
10K time 14 full
staff time
2012-13 2013-14 5K staff
EXtErnAL PArtnErSHiP FundinG 0

rEcEiVEd By GAc 2012-13 2013-14
*Footnote: The amount above reflects what has been allocated to Projects numBEr oF cALL cEntrE trAnSActionS
on an accrual accounting basis comPArEd to FuLL timE StAFF WorKinG in
tHE cALL cEntrE
Gumala Enterprises Pty Ltd Administration Expenses*
Executive Summary
As a consequence of the GAc-GEPL strategic alignment there has been a $381,683 (7.2%)
decrease in GEPL administration costs.
$7,000,000
$6,000,000 $5,269,118
$5,000,000
$4,887,435
GEPL in 2013/14 had three core business arms: GEPL contrActinG ProFit $4,000,000
$3,000,000
1. Civil Works Contracting Services $6,000,000 $4,906,217 $2,000,000
2. ESS Gumala Joint Venture $5,000,000
$3,262,516 $1,000,000
3. Karijini Eco-Retreat (KER) $4,000,000
0
$3,000,000
$2,000,000 2012/13 2013/14
GEPL Contracting Profit
$1,000,000
While there was a 50.4% increase in GEPL contracting profit when
compared to the previous financial year, primarily due to the 0 *Administration expenses are not related to cost of sales
yandicoogina Sustaining Project and reduced administration costs
achieved as part of the GAc-GEPL strategic alignment. 2011/12 2012/13 2013/14
Karijini Eco Retreat ESS Gumala Joint Venture

2013/14 KEr Gross profit decreased by 2.9% GEPL continued to receive significant profits from the
when compared to 2012/13. ESS Gumala Joint Venture.
$3,000,000 $3,000,000 $1,996,863

$1,583,360 $2,098,496
$1,538,067
$2,000,000 $2,000,000
$1,000,000 $1,000,000
0 0
2012/13 2013/14
2012/13 2013/14
KEr incomE*
* Accommodation/Food and Beverage income ESS GumALA Joint VEnturE ProFit
2634+ +3821+
Gumala Investments Pty Ltd Since 2011-12 to maximise returns while minimising risks, GiPL has diversified the investments Portfolio.
�+�+
30 JunE 2014 BAnK AccountS 1.02%
Executive Summary inVEStmEnt ProPErty 22.5%
$37,121,649
$34,010,905 SHArES & mAnAGEd
Diminished yLuA FundS 44.7%
$26,957,981
Compensation Income $20,740,515 FiXEd intErESt
PortFoLio 9.3%
in 2013/14 there was a 44.1% decline in
compensation income received under the
yandi Land use Agreement from rio tinto.
yLuA compensation income is influenced

by the iron ore Price. the below graph
shows the iron ore Price between october tErm dEPoSitS 22.5%
2009 and July 2014.
Fluctuations in iron
�+�+
30 JunE 2012 30 JunE 2013
�+�+
ore Price represent 2010-11 2011-12 2012-13 2013-14
BAnK AccountS 7.08% BAnK AccountS 1.66%
funding uncertainty FiXEd intErESt
tErm
for GiPL, while the yLuA comPEnSAtion incomE rEcEiVEd By GiPL dEPoSitS PortFoLio 13.15%
decline in the Price of 30.89%
iron ore since January $200 SHArES & mAnAGEd
2013 has resulted in FundS 38.56% SHArES & mAnAGEd
GiPL receiving reduced FundS 32.4%
$160
yLuA compensation
tErm dEPoSitS
payments during inVEStmEnt 28.12%
$120 ProPErty 23.47%
2013/14. Given that
inVEStmEnt ProPErty 24.68%
the iron ore Price has
$80
declined further since
the end of the financial
$40
year, GiPL is working
with GAc to determine A two year comparison of each category that make up GiPL’s investment Portfolio is presented below.
how to best come to $0
terms with another

year of diminished $USD oct- JAn- APr - JuL - oct - JAn- APr - JuL - oct - JAn - APr - JuL - oct - JAn- APr - JuL - oct - JAn- APr- JuL-
2012-13
09 10 10 10 10 11 11 11 11 12 12 12 12 13 13 13 13 14 14 14
yLuA compensation
income. iron orE montHLy PricE oVEr tHrEE yEArS – uS doLLArS PEr dry mEtric tonE $34,550,310 2013-14
$29,386,716
Overview of GIPL’s $120m $25,500,000
$22,384,682 $22,948,703
Investment Portfolio inVestment holdinGs GroWth $21,154,440
As stipulated by the General $100m $95,370,605
Foundation trust deed, GiPL $87,459,111
total inVestment holdinGs
has previously allocated a $17,593,019
$80m
proportion of GGF funds $71,645,000 $11,924,005
towards medium-long term
investments. $60m $1,501,847
$2,357,796
during 2013-14 the value of $52,862,818
GiPL’s investment holdings $40m
$15,814,111
$18,782,182
increased by just under $8

SHArES &
$11,881,703
million. Since 2010-11 GiPL’s ProPErty tErm FiXEd BAnK

$7,911,494
$20m mAnAGEd
investment holdings have dEPoSitS intErESt AccountS
nearly doubled. FundS PortFoLio
$0
2010-11 2011-12 2012-13 2013-14

GiPL inVEStmEnt PErFormAncE - comPAriSon BEtWEEn 2012-13 And 2013-14
PErFormAncE oF inVEStmEntS
THE GUMALA GROUP TABLE OF CONTENTS
Overview of the Gumala Group 32
2013-14 Key Dates 32
Key Gumala Group Legal Documents 33
Taxation status of General Gumala Foundation entities 34
The Responsibilities of the Gumala Group Entities 35
Initiatives to Mitigate Gumala Group Structural Tension 36-37
Gumala Group Diagrams 38 -41
Social Complexity 42-46
About the Gumala Membership 48-49
Gumala Language Groups 50-51
Key Historical Events 52-53
Overview of Traditional Owner Cultural Values 54-55
Gumala Homeland Communities 56-57
General Gumala Foundation Joint Strategic Plan 58-60
The Gumala Group Leadership Team 62-63
Overview of The Gumala Group Key Gumala Group
Legal Documents
The Gumala Group is made up of Gumala Aboriginal Corporation (GAC), Gumala
Enterprises Pty Ltd (GEPL) and Gumala Investments Pty Ltd (GIPL).
GAc and GiPL operates under the umbrella of the General Gumala Foundation (GGF) , while GEPL operates
under the Gumala Enterprises trust (GEt) which is a related entity.
Yandi Land Use Agreement (YLUA)
Appreciating the Gumala Group Achievements and Operational Challenges:
the yLuA was the first major Australian land use agreement signed between traditional owners
While all Gumala Group entities exist to benefit Gumala traditional owners, each Gumala Group and related and a mining corporation after the mabo High court case. the yLuA was signed on the 1st
entity operates with a different purpose. An appreciation of Gumala Group achievements and operational march 1997 by GAc, the original 13 traditional owner signatories and Hamersley iron (now a
challenges requires a level of understanding of: 100% rio tinto owned company). under the yLuA, Hamersley iron acknowledged the traditional
• Key Gumala Group legal documents ownership of the yandicoogina site and agreed to pay compensation for mining activities. the
compensation payments must not be confused as being any type of welfare payments, but rather
• the core responsibilites of the Gumala Group entities reflect a commercial land use agreement transaction.
• the GGF tax status
in return, the traditional owners agreed that the yandicoogina site could be used for mining
• Structural tension between Gumala Group entities purposes. the yLuA outlined the formula for calculating compensation payments for the
• the legal, financial and operational relationships that exist lifespan of the yandicoogina mine, as well as other provisions for cooperation between the GAc,
between GGF and related entities the traditional owners and Hamersley iron.
• the socially complex Gumala Group operating environment
•
•
the Gumala membership and the Gumala language groups
Key historical events in indigenous history General Foundation Trust Deed
• traditional owner cultural values
• the Gumala Homeland communities the General Foundation trust deed was signed on the 27th February 1997. the General
• the GGF Joint Strategic Plan Foundation trust deed outlines the legal responsibilities for both the manager (GAc) and the
trustee (GiPL), and sets out the rules for GAc-GiPL interactions. under the General Foundation
trust deed, both GAc and GiPL are defined as being not-For-Profit entities. the General
Foundation trust deed also outlines the objectives of the GGF and allocates GGF funding into the
following seven income utilisation categories (iuc):
• investments
• community development
2013-14 Key Dates

• Education
• Business development
• Health & Wellbeing
• culture
1ST JULY 2013: the 2013-14 member Programs application period opens • other
10TH OCTOBER 2013: the independent third review of the Foundation (chaney Lennon
report, 2013) submitted to GGF. Gumala Enterprises Trust
OCTOBER 2013: the Aboriginalisation of the GGF commences in conjunction with the
traditional owner capacity Building Strategy
GEPL is the Gumala Group’s commercial, profit orientated entity and is also the trustee for
26TH OCTOBER 2013: Special Beneficiaries meeting held in Port Hedland to discuss the third the Gumala Enterprises trust (GEt). GEPL is an incorporated company registered under the
review of the Foundation (chaney Lennon report, 2013) corporations Act 2001 that specialises in civil construction, indigenous heritage surveys, waste
control, vehicle repair/maintenance and trades teams.
NOvEMBER 2013 – FEBRUARY 2014: Lore Season
Funds accumulated in the GEt may be released as a dividend payment to the Beneficiaries of
22ND NOvEMBER 2013: GEPL Annual General meeting Held in South Hedland the GEt, being GAc and GiPL. GEPL generated profit can be distributed to GAc and GiPL as a
23RD NOvEMBER 2013: GAc Annual General meeting Held in South Hedland dividend payment. GEt dividend payments received by GAc can be then used to provide direct
member benefits.
24TH NOvEMBER 2013: GiPL Annual General meeting Held in South Hedland
21ST JUNE 2014: Special Beneficiaries meeting held in Port Hedland
30TH JUNE 2014: 2013-14 member Programs application period closes
Taxation Status of General Gumala The Responsibilities of the
Foundation Entities Gumala Group Entities
The General Foundation Trust funds (utilised by GAC the restrictions on cash payments can also be a source of
GUMALA ABORIGINAL CORPORATION (THE MANAGER)
and GIPL) have been granted Public Benevolent frustration for Gumala traditional owners.
Institution (PBI) status by the Australian Taxation GAC is responsible for
the General Gumala Foundation has also been endorsed with the
Office.
following additional tax concessions: • managing the day-to-day activities of the GGF
therefore the General Foundation trust funds are classified
• An Income Tax Exemption • developing proposals for the use of trust Funds that are to be submitted to the GiPL for approval
as having a charitable status and are tax exempt.
• A Fringe Benefit Taxation Exemption • Administering GiPL approved proposals for the benefit of traditional owners
A consequence of the General trust Funds PBi status is
that there are only exceptional circumstances where the • Endorsed as a Deductible Gift Recipient • consulting with the traditional owner Beneficiaries
GGF the General trust Funds can be distributed as a cash
in addition to the GGF taxation concessions, GAc has also been
payment to members (e.g. after the passing of a “poverty
endorsed as:
test”). GUMALA ENTERPRISES PROPRIETY LIMITED (THE PROFIT ORIENTATED ENTITY)
• Income Tax Exempt
A PBi status requirement is that the GGF, in providing direct GEPL is responsible for
benefits to traditional owner Beneficiaries, must make a • Fringe Benefit Taxation Exempt
• Generating an additional revenue stream for the GGF
third party payment on behalf of the beneficiary.
• A Deductible Gift Recipient
• Providing training/employment opportunities to traditional owners
therefore, the GGF incurs higher administration costs to
GEPL is the GGF Profit orientated Entity and operates under the
maintain the tax-exempt PBi status.
Gumala Enterprise trust. GEPL is not classified as a tax exempt
these costs, while appearing to be high, are however entity. GUMALA INVESTMENTS PROPRIETY LIMITED (THE TRUSTEE)
significantly less expensive than the tax implications that
GIPL is responsible for:
would be faced if the PBi status was not maintained.
• Ensuring that the General Gumala Foundation is managed in accordance with the objectives of the trust deed.
• investing trust Funds in medium to long-term investments (Future Fund).
Initiatives to Mitigate Gumala
Group Structural Tension
In 2013-14, GAC and GEPL participated Integrated Corporate Services Model
in the following strategic alignment
initiatives: The 2013 Review of the YLUA (Chaney Lennon Report) and the 2013 Review of the
Foundation both concluded that a significant amount of GGF resources were being spent
• The GAC CEO assumed the GEPL on duplicate administration.
Since the signing of the YLUA in Foundation. Because of the historic and in 2014-15. In 2013-14, GAC and GIPL Managing Director role to ensure
that these two GGF related entities For example; GAC, GEPL and GIPL had previously independently developed Financial
1997, there have been periods unprecedented nature of the YLUA, the proactively participated in the following Accounting, Human Resources, Information Technology and Governance capabilities.
General Gumala Trust Deed was drafted initiatives with the objective of reducing are strategically aligned
when structural tension between
without being able to learn from the the risks associated with inherent • For the first time, GEPL distributed In 2013-14, the GGF developed an Integrated Corporate Services Model whereby GAC’s
Gumala Group entities has
experiences of any other Indigenous structural tension: a cash dividend from profits to GAC organisational resources were to be shared with GEPL and GIPL.
negatively impacted upon the
Corporation Trust Deed case study. that were used to provide direct
quest for the Gumala Group to • Regular meetings between the GAC GAC provides corporate operational and administrative services to GIPL and GEPL in the
CEO and the GIPL Chairperson member benefits. areas of Governance, Finance, Human Resources, Public Relations/Communications and
achieve cost-effective poverty Both GAC and GIPL have expressed a
relief and social empowerment preference to amend the General Gumala • Under a service agreement Technology/Facilities.
• Participation by GAC and GIPL in the
outcomes for Gumala Traditional Trust Deed for the purpose of reducing Joint Gumala Leadership Team arrangement GAC provided In 2013-14, GAC and GEPL signed a shared service agreement to formalise the Integrated
GGF structural tension. The process of GEPL with corporate services and
Owners. • Participation by both GAC and
Corporate Services model. The consolidation of corporate services has resulted in a more
amending the General Gumala Trust operational support. streamlined administrative service model and significant cost savings.
Deed requires full due diligence and GIPL representatives in the Joint
the amendments must be approved by Investments Committee • The GAC Employment & Training
Team under the Traditional Owner
Structural GAC-GIPL the Gumala Membership. A proposed
• Development of a GGF Joint Strategic Capacity Building Strategy (TOCBS)
organisational restructure was presented
Tension to the Gumala Membership in 2011 and
Plan (2014-19) proactively supported Gumala
Traditional Owners who undertook
Previous Reviews of the Foundation*
(2002; 2008; 2013) and Reviews of the
rejected.
Inherent GAC-GEPL GEPL employment
YLUA** (2004; 2009; 2013) have concluded
Until General Gumala Trust Deed
amendments are made, the key to
Tension • GAC and GEPL worked closely
that structural tension exits between GAC together to complete major capital
mitigating the risks associated with GAC is a not-for-profit entity focused
and GIPL. works at Karijini Eco-Retreat (KER),
structural GAC-GIPL tension involves on outcomes for Traditional Owners.
and also developed an organisational
These six key reviews have identified the developing effective communication GEPL is a profit orientated entity with a
processes for the two GGF related
source of tension between GAC and GIPL channels and improved inter-entity mandate to win tenders and deliver upon
entities to work together to help
as being the ambiguous scope of the operational processes. commercial agreements.
Traditional Owners become more
General Foundation Trust Deed. Because of the underlying requirement actively involved in KER employment,
to be a profitable business, there are training and business opportunities.
The authors of the original General
Foundation Trust Deed sought to create a Initiatives to Improve the incentives for GEPL to focus primarily on
commercial outcomes.
system of checks and balances that could GAC-GIPL Relationship
evolve over time as the Manager (GAC) In the past GEPL management has
developed greater organisational capacity In 2013, a GAC-sponsored Independent focused on winning contracts at the
to provide benefits to Traditional Owners. Review of the YLUA (Chaney Lennon expense of ensuring that Traditional
Report) and a GIPL initiated Review of Owners directly share in the fruits of
An example of General Foundation Trust the Foundation both concluded that an GEPL’s business achievements.
Deed ambiguity is that GAC 100% owns organisational restructure that reduces
GIPL and is tasked with the responsibility GAC-GIPL structural tension has scope
of the day-to-day management of the to produce more effective results for
administration of GGF activities. Traditional Owners.
GIPL who is owned by GAC, however, has Both GAC and GIPL continued to explore
Footnotes:
the ultimate decision making power in all options in 2013-14 for restructuring
matters relating to the General Gumala the GGF, and this process will continue *2002 “Review of Gumala Foundation: Final Report to the Trustee – GIPL” by Prime Focus
2008 “The Second Review of the General Gumala Foundation” by Parakeelya
2013 “Third Review of the Foundation and Trust Deed” by GIPL
**2004 “A Review of Operational Aspects of the Yandi Land Use Agreement” by Chalgrove
Projects
2009 “The Second Yandi Land Use Agreement Review” by Hon Fred Chaney AO and
Hon Paul Lennon
2013 “The Third Yandi Land Use Agreement Review” by Hon Fred Chaney AO and Hon
Paul Lennon
Overview of the Gumala Group Ownership Structure of
Gumala Aboriginal
Corporation (GAC)
GAC is responsible for managing the
. the Gumala Group
GGF funds through the development

and administration of a wide range
of poverty relief and empowerment
Gumala Aboriginal
initiatives. GAC is Australia’s second Corporation (GAC)
largest Indigenous Corporation. GAC’s
unique and transformational approach
.
of investing in initiatives specifically
designed for “on the ground”
empowerment is bringing about a
step change
in social,
economic
and cultural
wealth for
Traditional
Gumala Investments
. .
Owners.
Pty Ltd (GIPL)
GIPL is the trustee of the GGF. GIPL is
responsible for reviewing GAC proposals, Gumala
distributing YLUA funds and for managing a
long-term investments portfolio. The long-
Enterprises
term investment portfolio that GIPL manages Pty Ltd
was valued at $95.37m as of 30th June 2014. 100% ownership (GEPL)
Gumala
Investments
.
Pty Ltd (GIPL)
Gumala Enterprises gumala ess gumala joint karijini eco

Pty Ltd (GEPL) contracting venture40% retreat
GEPL is the business arm of the Gumala Group.
GEPL was established as the enterprise arm of
GAC to provide a sustainable source of income compass australia
for Traditional Owners after the Yandi mine
has ceased operation. Any profits generated
catering & services
by GEPL can be returned to the Traditional 60%
Owners through the poverty alleviation
and empowerment programs. GEPL is also
committed to Traditional Owner employment.
How the Yandi Land Use Agreement
Funds are Spent GAC-GIPL Funding Relationship
GAc submits
proposal to
GiPL GUMALA INvESTMENTS
PTY LTD -
THE FOUNDATION
RIO TINTO PAYS COMPENSATION
TRUSTEE
FOR THE DISTURBANCE OF LAND
AND FOR ITS MINING OPERATIONS GiPL approves
INTO THE GENERAL GUMALA GUMALA ABORIGINAL the proposals
FOUNDATION TRUST CORPORATION - if they comply
THE FOUNDATION with the GGF
100% MANAGER trust deed
and provides
the money to
GiPL as trustee is responsible for the allocation GAc
of 60% of the funds into iucs and investing
40% as per the GGF trust deed.
GUMALA INvESTMENTS
PTY LTD - GAc expends the money from
40% THE FOUNDATION
TRUSTEE
GiPL on the member programs
and benefits including
community development,
Education and other programs.
60% of the available income (after
administration costs) goes into
iuc’s as per GGF trust deed
60% GUMALA ABORIGINAL

GAC-GEPL Funding Relationship
CORPORATION -
THE FOUNDATION
MANAGER
distributes member Programs

& Benefits through iucs
GUMALA ABORIGINAL
GEPL makes a dividend
CORPORATION -
payment to GAc
THE FOUNDATION
MANAGER
incomE
20% 10% 10% 10% 5% 5% utiLiSAtion

cAtEGoriES
GUMALA ENTERPRISES PTY
LTD - THE FOUNDATION
(iucs) BUSINESS ENTITY
community Education & Business Health & culture other GAc can spend dividend
development training development Wellbeing payments on direct
member Benefits
mEmBErS rEcEiVE dirEct BEnEFit ViA GAc AdminiStErEd
ProGrAmS And ProJEctS Karijini Eco commercial
retreat contract
Joint
income income
Venture
income
Footnote: The IUC percentages above are prescribed by the GGF Trust Deed. The Trustee may approve
different percentages if in the best interests of the Foundation
SOCIAL
The Gumala Group
operates under
conditions of extreme
social complexity. By
acknowledging social
complexity the Gumala
Complexity
Group has developed and
implemented initiatives
which have significantly
empowered Banyjima,
Nyiyaparli and Innawonga
Traditional Owners.
SOCIAL
SOCIAL
Complexity Complexity
operating in a Socially
complex Environment Politics
The GGF is an organisation heavily influenced by cultural values, politics and historical
drivers. In a socially complex environment, demonstrating respect these “soft drivers”
can be the difference between achieving a step-change positive result and project
Socially complex environments have the following features: failure.
• tension between strategic objectives

• Politics Signing of the yandi Land use Agreement:
• High levels of uncertainty in 1997 Hamersley iron signed an agreement with the Banyjima,
• trends that evolve and fundamentally change over time nyiyaparli and innawonga traditional owners. While the underlying
goals of Hamersley iron and Gumala traditional owners were
different, the yLuA created a new relationship based upon respect
and agreed outcomes.
Tension Between Strategic the achievements of the traditional owner-Hamersley iron (now rio
tinto) relationship have been underpinned by respect for the other
party’s objectives and a history of cooperation.
Objectives
Trustee (GIPL) - Manager (GAC)
nearly all GGF projects, programs and organisational policies seek to achieve
multiple strategic goals. A natural tension exists between some GGF strategic Relationship:
goals the GGF trust deed outlines the responsibilities of the Foundation
trustee (GiPL) and the Foundation manager (GAc). there is
ambiguity within the GGF trust deed as to how the GiPL-GAc
The GGF Trust Deed: relationship should operate.
As per the General Foundation trust deed, objectives of the GGF include improving A review of GGF history reveals that the effectiveness of the GGF
housing standards, providing training/education, assisting traditional owners to become in achieving results of traditional owners has been significantly
economically empowered, assisting in the establishment of Gumala Homelands, and influenced by the harmony of the GAc-GiPL relationship.
assisting traditional owners in asserting their rights to the land. Further, the General Symbolically the presentation of a consolidated GAc-GiPL Annual
Foundation trust deed also requires the GGF to invest in a “future fund” for the benefit report is reflective of a renewed commitment by GAc and GiPL
of future generations. An advantage of the GFF having a broad array of objectives is to work even more closely together to achieve positive results for
that traditional owners are supported with a holistic GGF approach. A disadvantage is traditional owners.
that there are occasions when one strategic objective has to be prioritised over another
strategic objective (e.g. funding), and there is also a risk of spreading GGF resources so
thinly amongst different objectives.
Corporate Governance and Indigenous Values:

corporate Governance over the past 200 years has evolved by Western institutions
developing rules to efficiently use resources and to ensure decision makers are
accountable. indigenous values and social rules, in contrast, have existed for thousands
of years. the Gumala Group is consistently seeking to evolve and to use robust corporate
Governance practices to promote indigenous values. For example, GAc’s traditional
owner directors review and have the ultimate vote on proposals after receiving extensive
due diligence provided by GAc staff that accounts for financial, governance and legal
considerations.
SOCIAL
Complexity uncertainty
when planning an initiative designed to bring about positive social change for
Traditional Owners, there can be a large number of events, factors and interactions
that are capable of significantly influencing final outcomes. In a socially complex
environment it is not possible to accurately predict the finer details of final outcomes,
and any forecasted event will be associated with a significant level of uncertainty.
Predicting Future yLuA income:

the majority of the GGF income is derived from yLuA compensation income. While
forward planning requires an estimation of future yLuA compensation income, a myriad
of global economic factors influence the profitability of the yandicoogina mine (e.g. iron
ore prices, the chinese economy, decisions made by rio tinto competitors, the Australian
dollar exchange rate), and also influence the level of funds the GGF receives from rio
Good Practice for tinto.
a Socially Complex While the GGF receives updated projections of future yLuA income, these projections
have significantly changed over time and the degree of uncertainty in such predictions is
Environment always acknowledged by the GGF when planning a long-term orientated budget. in the
2014-15 financial year a decision has been made by GiPL to embrace a new GAc funding
The GGF seeks to achieve multiple model that is based upon actual yLuA cash received. this new funding model is designed
to mitigate risks and uncertainty associated with future yLuA income.
social objectives for Traditional Owner
under conditions of extreme social
complexity.
• There is nothing inherently good
Trends that evolve and
or bad about a socially complex
environment, as either step- fundamentally change over
change positive or negative
outcomes can occur under socially
complex conditions.
time
• While it may not be possible to The Gumala Group has a vision of creating a new social environment for Gumala
fully control a socially complex Traditional Owners, whereby Traditional Owners are empowered to confidently
achieve their personal and community goals. The Gumala Group also seek to develop
environment, it is possible for additional organisational capabilities to achieve strategic outcomes for Traditional
the GGF to follow “good practice” Owners. As the Gumala membership becomes more empowered and the Gumala
designed to achieve positive step- Group builds additional organisational capabilities, a new Gumala Group-Traditional
change results under conditions of Owner interaction will emerge which will be associated with unprecedented
extreme complexity. opportunities and challenges.
• Strategies that can increase the

likelihood of achieving success Members Accessing Program Entitlements:
when operating in a socially A major challenge for the GGF prior to 2013-14 was the Gumala membership was not
complex environment are: accessing their full entitlements. many Gumala members in need were not contacting
1. Embracing a learning the GAc office for assistance, and other traditional owners felt despondent after having
assistance applications declined.
orientated approach
in 2013-14 there was a fundamental change in the member application patterns, with a
2. Embracing cultural, historical dramatic increase in the number of member applications fulfilling the member program
and political factors requirements.
3. Embracing a multi-objective this new pattern suggests that (i) GAc had developed a more effective traditional owner
approach communication strategy; (ii) the Gumala membership became more empowered; and (iii)
4. Developing strong in the coming financial years the GGF budget will need to reflect the assumption that all
relationships with key members will seek to access their full member program entitlements
partners underpinned by
trust Changing Member Demographics:
5. Investing in core capabilities While yandicoogina compensation funds are projected to decrease over the coming
decade, the Gumala membership is expected to exponentially grow. As more and more
Gumala children become traditional owner Beneficiaries after turning 18 years old,
new funding solutions (e.g. new external partnerships; increasing GEPL profits) and
organisational capability solutions (e.g. more effective community development plans)
will be required to service the growing Gumala membership.
Gumala Language Groups
Banyjima
(also referred to as Bunjima)
The Banyjima country includes the Hamersley Ranges in the vicinity of Karijini National
Park, extending north to the Fortescue River, east to the Marilana and Weeli Wooli Creek
system and south to Rocklea Station on the upper branches of Turee Creek and the
Innawonga
BAnyJimA
��
Kunderong Range. The Homelands of Youngleena and Wirrilimarra are on land.
(also referred to as Yinhawangka)

Innawonga country is primarily located on the Ashburton River system south of the
Hamersley Ranges includes the towns of Paraburdoo and Turee Creek. The Homelands of
Wakathuni and Bellary Springs are on Innawonga territory.
Nyiyaparli
(also referred to as Niapiali)
Nyiyaparli country lies to the east of the Hamersely Ranges. The north-west boundary is
near the Weeli Wooli Creek system and extends eastward to encompass the mining town
of Newman and the remote community of Jigalong in the Western Gibson Desert.
60%
nyiyAPArLi 22%
innAWonGA 18%
BANYJIMA
NYIYAPARLI
INNAWONGA
OTHER
ONSLOW
BINDI BINDI
PEEDAMULLA STATION
TOM PRICE
WAKUTHUNI
WESTSIDE/NGUMEE NGU
BELLARY SPRINGS
PARABURDOO
KARRATHA
KARIJINI
NATIONAL
PARK
MINGALATHURNDU
WIRRILLIMARA
YOUNGALEENA
PORT HEDLAND
SOUTH
HEDLAND
BILDULTHA - WINDELL BLOCK

BARDULNAH - WINDELL BLOCK
NEWMAN
mEmBEr BrEAKdoWn By LAnGuAGE GrouP
Summary of
Historical
2008: Events
Prime Minister Kevin Rudd apologises to Indigenous
Many of the historical
Australians in the Federal Parliament for past
events listed about
wrongs committed by the government
2007: against them.
resulted in significant
Key Historical Events

pain and upheaval for
The Declaration Indigenous Australians,
on the Rights of
1997: 2009: while other historical
events have been key
Indigenous Peoples
Australia signed the UN steps forward on the
was adopted by The Yandi Land Use
The following historical events, while often celebrated by mainstream Declaration on the Rights of journey towards self-
the United Nations Agreement is signed. The
society have resulted in profound and primarily negative changes for Indigenous Peoples determination.
General Assembly. Bringing Them Home Report
Traditional Owner societies.
on the Stolen Generation is The Traditional Owner
1967: published culture has proven to be
resilient under
The Federal Australian Government holds a referendum for the even the most
Australian public, and the resolution that Indigenous people should
be counted on the Australian Census is passed. The resolution that 1996: catastrophic
social conditions
the Commonwealth Government be given the power to make laws 1971 The high court rules in the Wik People because of the
for Indigenous people is also passed. v Queensland that native title could culture is underpinned
Neville Bonner is the first Indigenous
still exist even if other interests in the by the values of respect
Australian to become a Member of
1962: Parliament
land also exist. Gumala Aboriginal
Corporation is registered as an Entity
for Elders, respect for
the family unit and
After changes to the Commonwealth Electoral Act, respect for the land. The
Indigenous Australians are given the right to vote. 1949: Gumala Group would
like to thank all of the
After being subject to threats, brave Traditional Owners
1960s: intimidation, assault and
incarceration for approximately
who over the past 200
years were able to strive
Discovery of Iron Ore in the Pilbara. 3 years, the Traditional Owners for self-determination
involved in the Pilbara Pastoral
strike pay rise demands are 1991 1993:
and Traditional Owner
empowerment under
1642: accepted by the Pastoral
Industry.
The Royal Commission
The Native Title Act is
the most challenging of
conditions.
Report on Indigenous
Abel Tasman claims Tasmania (Van Diemen’s Land) Deaths in Custody was passed defining native
and a small portion of Victoria for the Dutch under released title rights.
the doctrine of ‘Terra nullius’ and based on the
assumption that Traditional Owners had not claimed 1697:
ownership over the land.
Dutch explorer Captain
1992:
Willem De Vlamingh visits the 1937: Mabo case rules that Australia was not unoccupied on
coast of Western Australia. settlement and that Indigenous Inhabitants continue to have
The first Mining activities in the
legal rights associated with their lands unless these rights had
1616: 1778:
Pilbara commence.
been extinguished by the Government.
Dutch explorer 1688: The First Fleet consisting of eleven ships
1946
60,000-
Captain Dirk Hartog
visits the coast of English Explorer dock at Sydney Cove and establish a
penal colony. Many Indigenous
Pilbara based Traditional
Owners (including the
1925
80,000 BC: Western Australia. William Dampier
visits Northern Australians call the 26th descendants of Gumala Fred Maynard and Tom Lacey establish the first Aboriginal political
organisation to create formal links between communities over a wide
The First Australians Australia. 1770: January 1788 “Invasion Traditional Owners)
working in the Pastoral geographical area called the Australian Aboriginal Progress Association (AAPA)
arrive and settle
Captain James Cook
Day”.
Industry commences 1861-
Australia.
visits the East Coast of a strike that demands 1871: 1920s:
Australia and claims fairer pay. It was the
British Sovereignty over 1829: first industrial action by
Indigenous people since
The
Settlements Churches establish missions in the Pilbara region.
the Australian contingent of Cossack,
under the doctrine of The Perth colonisation, predating
Roebourne 1905:
‘Terra nullius’ and based
on the assumption that
Settlement
established by
1850: the Wave Hill Strike in
the Northern Territory and
The passing of the Western Australian Aboriginal Act
the British. Perth becomes a by 20 years, and also Shellborough
Traditional Owners had created a Chief Protector of Aborigines who had to power
penal colony. the longest strike are
not claimed ownership to order the forcible removal of Aboriginal Children from
established.
over the land. in Australian
history 1868: their families.
Estimated between 15-150 Traditional Owners killed in the

Flying Foam Massacres on the Burrup Peninsula (near Karratha).
Traditional Owners implicated in this conflict were transferred
to Rottnest Island as punishment.
Overview of Traditional Owner Cultural Values
The Gumala Group Annual Report should be read with an appreciation Respect for Elders Foundation Trust through initiatives and even distant regions such as Ayers Lore season events. The Gumala Group
of Traditional Owner cultural values. The core Traditional Owner cultural such as the Acknowledgment of Elders Rock (Uluru). The Gumala Group has supported Traditional Owner
Traditional Owner culture has a
values are: program and CEO Special Assistance. embraces the Traditional Owner funerals by funding funeral related
hierarchal societal structure and Elders costs.
value of respecting the land through
1. Respect for Elders are the most influential and powerful Respect for the Land initiatives such as supporting Homeland
2. Respect for the Land
demographic.
communities and the Gumala Ranger
Respect for the Family Unit
Aboriginal spirituality is associated with
Elders teach important traditions and the land and the wider environment. Team initiative. When viewed from a Western
3. Respect for Lore and Culture
pass on their skills, knowledge and For Traditional Owners the land is not perspective, Traditional Owners have
personal experiences to the younger Respect for Lore & Culture a complex system of family relations.
just a resource to be used for human
generation. purposes. The spirit of the Country The Lore season and Funerals are Despite being part of a large family
events that hold special importance for unit, Traditional Owners have a
As a Traditional Owner enters the latter is central to Indigenous beliefs.
One of the advantages of GAC’s 100% Traditional Owner Board strong understanding of their kinship.
stages of life, more cultural knowledge Traditional Owners seek to live with, Traditional Owners. The Gumala Group
representation, and GEPL and GIPL both having partial Traditional Traditional Owners have suffered in
is revealed to them. Hence, Elders are rather than off, the land. Banyjima, has provided support for the Lore
Owner Board Level representation, is that underlying Traditional Owner the past from government policies
the custodians of cultural knowledge Nyiyaparli and Innawonga Traditional Season through investing in building
values are always represented when any of the Gumala Boards reviews that have broken up their family unit.
and wisdom. The GGF embraces the Owners have a highly attuned Lore Camp infrastructure, by providing
proposals designed to benefit the Gumala Beneficiaries. Through the Homeland movement
Traditional Owner value of respecting connection with their Pilbara traditional financial support for boys going
the Gumala Group provides active
Elders. Elders receive preferential land. Songs that are thousands of years through the Lore and also by providing
support for the Traditional Owner family
benefits from the General Gumala old map the surrounding landscape travel assistance for families attending structure.
In 2014 the GGF Supported the Following
Established Gumala Homelands:
Gumala Homeland BELLARY SPRINGS
Communities
Location : 50kms from Tom Price,
20kms from Wakuthuni, 30kms
northeast of Paraburdoo
Established: 1991
2014 Population: 40 residents
(approximately 18 GAC Members)
Aboriginal Homelands are small and decentralised communities Homelands have been associated
established on land that is culturally significant. The Homelands Infrastructure/Facilities: 7 houses,
with the following benefits for
movement is underpinned by the intimate, deep and spiritual Community Centre (built in
Traditional Owners:
relationship that Traditional Owners have with the land. partnership with the University of
• Positive impacts on lifestyle and Melbourne), Storage Sheds and
Living on Homelands allows Aboriginal people to establish a family unit “on health Equipment
country” where the strong bond with the land can be maintained. Homelands are
the ideal location for Traditional Owners to practise their traditional customs. • Spiritual health from living “on Lore Grounds: Located 6kms from the
country” community, capacity 500 people
Traditional Owner Homeland communities have existed long before the YLUA
was signed. The movement dates back to the 1970s when Aboriginal people • Providing an ideal environment
for Traditional Owners to maintain WAKUTHUNI
started going back to country due to the social problems being faced in larger
settlements and the preference by many Traditional Owners to live on country cultural practises Location : 30kms southeast of Tom
rather than in towns. Traditional Owners also have a strong desire to care for and • Creating hope for the future Price, in the Shire of Ashburton. It lies
maintain the land, and protect Lore Grounds and other sacred sites. in Innawonga country, but is home WIRRILLIMARA YOUNGALEENA
• Increasing self-esteem and social to residents from several language
The prospect of moving to a Homeland community provides an opportunity cohesion Location : 180kms from Tom Price, Location: 170kms from Tom Price,
groups.
to participate in a culturally meaningful lifestyle where Traditional Owners can 25kms from Auski Roadhouse and 250kms from Port Hedland, 20kms
reconnect with the customs of their ancestors. • Ensuring Traditional Owners Established: Early 1990’s, by two senior Tourist Village from the Auski Roadhouse
continue to have a presence on Innawonga women who were the first
their Traditional Country Established: Early 1990’s from an old Established: 1990, following a pastoral
to return to their country from the
bush site excision on Mulga Downs. Prior to
coast.
the Establishment of Youngaleena the
PORT HEDLAND 2014 Population: 50 residents
Current Population: 8 residents, most
community was living at the Gorge
are GAC Members
MINGALATHURNDU (approximately 40 GAC Members) Mill bush site.
KARRATHA SOUTH Infrastructure/Facilities: 2 houses,
Infrastructure/Facilities: 20 houses, 2014 Population: 15 residents (most
HEDLAND 3A Early Childhood Education Centre
caravan, generators,
Youngaleena residents are GAC
and Community Centre (built in Lore Grounds: 1.5kms from the Members)
partnership with the University of community, capacity 500 people
Infrastructure/Facilities: 7 houses,
Melbourne),
WIRRILLIMARA Community Centre, School of Air, 3A
Lore Grounds: Located 300m from Early Childhood Education Centre,
YOUNGALEENA the Community Centre, capacity 500 landscaping, community playground,
ONSLOW people vegetable garden
PEEDAMULLA STATION TOM PRICE
FIVE MILE Lore Grounds: 2kms from the
KARIJINI
WAKUTHUNI NATIONAL BARDULUNHA community, capacity 3000 people
PARK
WESTSIDE/NGUMEE NGU NEWMAN
BELLARY SPRINGS The GGF also supports
the following Gumala
PARABURDOO Communities:
• Cane River (Peedamulla
Station)
• Ngumee Ngu (Westside Block)
• 5 Mile (Roebourne)
• Five Mile (Windell Block)
One of the objectives of the General Gumala Foundation is to assist the Traditional • Bindi Bindi
Owners in the acquisition, development and establishment of Homeland
• Mingullatharndo Community
communities within the Claim Area (Trust Deed Objective 3.4.6).
General Gumala Foundation Success Measures
Short-Term
Objectives
Long-Term Objectives
Joint Strategic Plan (2014-2019) Lore &

• Land tenure in culturally
significant locations is secured for
• Build sustainable
and safe
• integrate Lore & culture initiatives
with other GGF initiatives. For
Culture traditional owners infrastructure on example, ensure that community
During 2013-14 a GGF Joint Strategic Plan for the period 2014 to 2019 was developed, and then lore grounds development Homeland projects
• contemporary traditional owner
subsequently approved by the GAC and GIPL Boards. The purpose of the Joint Strategic Plan was to respect all cultural requirements;
cultural practices are supported • Support elders
outline the key long-term objectives of the GGF, and also to outline how to measure success. Support culturally knowledgeable
to participate in
• Successful intergenerational Gumala members in their
the core areas of focus for the Joint Strategic Plan are: Education & training, Health & Wellbeing, Lore & culture, Business cultural activities
cultural mentoring programs employment/business endeavours.
development, community development, Governance and investments. in particular, the Joint Strategic Plan defines a path that involve Elders educating the • Ensure all GGF
forward for strategically employing GGF organisational capabilities to achieve long-term step-change empowerment for Gumala • Sustainably support Lore & culture
younger generations employees and
Beneficiaries. initiatives through external
partners have
• traditional owner values and funding and partnerships.
the Joint Strategic Plan is based upon the assumption that investing in long-term orientated solutions for traditional owners will access to high
their connection to country are
result in more positive and sustainable outcomes when compared to the short-term orientated poverty relief approach. quality cultural
supported and celebrated
awareness training
Success Short-Term Long-Term

• Long term empowerment through • Build a traditional • identification and/or creation of
Measures Objectives Objectives Business meaningful employment and owner database to culturally appropriate and critical
Development sustainable traditional owner better understand roles in target industries including
businesses skill profile gaps, tourism, art, land management
• children achieving at • Establish a skills • Ensure all eligible Gumala children challenges and and heritage employment.
Education or above the education database are registered as students and are
• A breadth of employment
opportunities and experiences
needs
• target key industries, job profile
& Training standards of the general
• Establish a school
accessing their entitlements. that our traditional owners are • Build, establish market segments and specific
population in literacy passionate about and appropriately organisations to identify and/
partnership • Expand the 3A Early childhood
and numeracy resource an or create appropriate job
program targeted Education curriculum throughout the • Jobs that draw on and extend the
• Gumala’s youth at improving Pilbara by opening new 3A centres employment & opportunities and partnerships.
traditional knowledge base
becoming community Gumala student Bd support team,
• obtain intellectual Property rights in employment • Building skills of traditional
leaders attendance • GGF traditional owners leading
WA for 3A related initiatives agency and owners to run their own
successful Australian businesses
• Greater parental • Establish a GGF- employment businesses successfully (e.g.
• Establish an evidence base for an tax, savings, cultural awareness,
involvement in Gumala wide mentoring website.
education/training longitudinal investment and planning for
children’s education program designed
study • Address economic changes).
and training to cultivate youth
ambassadors and employment
also to encourage constraints i.e.
attendance in centre link, health
education/training cards, Homeswest
initiatives • Align Business
development
strategy with
• traditional owners • Ensure Gumala • the GGF being a leader in indigenous other impact areas
Health & participating in day-to- Beneficiaries are health campaigns and health (Health, cd, E&t
Wellbeing day behaviours that are able to access promotions. and L&c) to identify
associated with high medical Services and /or create
• Establish partnerships with health
levels of health and job opportunities
• Establish a transit service providers to support high
wellbeing across GGF services
housing for Pilbara priority health initiatives (e.g.
• traditional owners based traditional diabetes, alcohol, suicide, drugs and
having adequate access owners visiting mental health). • All Gumala traditional owners • the GGF provides • Engagement with external
to health and medical Perth for treatment Community having access to safe, sustainable community partners to provide community
• Link health outcomes with other
services
• Establish an GGF initiatives such as Education (3A Development and affordable housing maintenance teams development solutions for
to ensure healthy traditional owners.
Aboriginal medical enriched caregiving) and community • training and employment
housing and safe
Service in tom Price development (creating safe and opportunities for Gumala • investment in sustainable
community spaces.
culturally appropriate spaces). traditional owners on GGF infrastructure (e.g. solar energy) for
community development rural Gumala communities.
• For the GGF to influence government
projects.
indigenous health policy. • Securing land tenure for Gumala
communities.
• traditional owners obtaining health
qualifications and then returning to
Gumala communities to build health
& wellbeing capacity at a community
level.
General Gumala Foundation Joint
Strategic Plan (2014-2019) (continued)
Success Short-Term Long-Term

Measures Objectives Objectives
• year on year full
Governance compliance with all
• integrate GGF • GGF develops nationally
Governance recognised best practice
regulatory requirements
capabilities. Governance policies/
• traditional owners procedures.
• regular
significantly inputting
performance
into effective and efficient
reporting to the
Governance solutions.
GGF Boards.
• Establish a
quarterly
management
review committee
to review GGF
progress against
the strategic plan.
• Establish an
executive
scorecard to ensure
accountability
and reward of
management in
delivering strategic
initiatives.
Investments • Prudently manage • reduction in • Future traditional

financial investments investment fees owner generations
benefit from prudent
• traditional owner • diversification of
investments.
directors and investments
employees contribute
to GGF investment
strategies
Gumala Aboriginal Corporation/Gumala Enterprises Pty Ltd - Executive Head
Jennifer Viviers
Since joining Gumala, Jennifer has held various positions both in the Tom Price and Perth offices, working closely with the CEO/MD of
GAC and GEPL as well as the GIPL Board. Jennifer has been very involved with the Traditional Owners of Gumala, both at a Board and
staff level and finds her work mentoring TO’s and staff alike very rewarding. Currently, Jennifer is the Executive Head of the CEO/MD
Office, co-ordinating the activities of the CEO/MD and his Management Team and acting as a conduit between the CEO/MD and Gumala’s
many Boards, Members, Contractors, Consultants and staff.
Gumala Aboriginal Corporation and Gumala Enterprises Pty Ltd - Support Manager to the CEO
Ronnelle Hicks
Ronnelle Hicks joined the Tom Price GAC office in 2012 as an Indigenous Co-ordinator. Ronnelle completed the GAC Trainee Manager
Program and was then promoted to position of Support Manager to the CEO/MD.
Gumala Aboriginal Corporation and Gumala Enterprises Pty Ltd - Indigenous Affairs Advisor
Johnelle Parker
Johnnell initially joined the Tom Price GEPL office in 2013, after previously working for GAC (reception role) and GEPL (Site Administrator
Officer). Johnnell is responsible for providing cultural and strategic advice to all staff involved in Traditional Owner recruitment/training
at both GAC and GEPL.
Gumala Aboriginal Corproation Executive Manager of Education and Operations

Lynne Beckingham
Lynne Beckingham was recruited to revolutionise the GAC Education program. She has been the key manager responsible for success
of the highly acclaimed 3A program. Lynne goal is to ensure that every Gumala Traditional Owner has access to quality education,
employment and training opportunities.
Gumala Aboriginal Corporation and Gumala Enterprises Pty Ltd -

Manager of the Traditional Owner Capacity Building Strategy
Anthony Ryan
FROM LEFT FRONT ROW: Ronnelle Hicks, Steve Mav, Jonnelle Parker, FROM LEFT BACK ROW: Lynne Beckingham, Anthony Ryan and
Jenny Viviers. Anthony Ryan joined Gumala in April 2013 as the General Manager – Operations, where he was responsible for the Member Services
Team, the Business Development Division and the Lore and Culture portfolio. In July 2014, Anthony was appointed as Executive Manager
– Traditional Owner Capacity Building Strategy. Anthony holds a PhD in Economic Psychology from the Australian National University,
The Gumala Group and has also completed a Post-Doctorate in Environmental Economics from CSIRO.
Leadership Team Support

Manager to the
CEO
Gumala Aboriginal Corporation CEO / Gumala Enterprises Pty Ltd MD

Steve Mav GAC CEO/
Executive Head Indigenous Affairs Advisor
GEPL MD
In January 2008, the Gumala Elders and Traditional Owners appointed Steve Mav to restructure one of Australia’s largest
Indigenous Organisations. Steve resides in the mining town of Tom Price in the Pilbara.
Steve has previous professional experience in business management, local government and the not-for-profit sector. Steve
holds tertiary qualifications including a Master of Business Administration (MBA) from the London School of Economics, New
York University Stern School of Business and HEC School of Management (Paris). Executive Manager Manager of the Traditional
of Education and Owner Capacity Building
Operations Strategy
gumala
aboriginal
corporation
TABLE OF CONTENTS
GAC Overview 66-67
GAC Directors 68-69
GAC Operational Highlights 70-71
Direct Member Benefits 72-73
Education 74-83
Community Development 84-87
Business Development 88-89
Health, Wellbeing & Other 90-93
Culture94-97
Special Assistance 98-99
GAC Operational Performance 100-115
Traditional Owner Capacity Building Strategy 116-117
2013 Chaney Lennon Report 118-121
GAC Consolidated Audited Financial Report 123-166
Gumala Aboriginal
Corporation overview
GAC Mission Statement:
GAC is committed to the continuous delivery of economic and community
benefits to our members and their children
Our vision:
To become Australia’s leading Indigenous Development Organisation
GAC Specific Objectives
• To represent the interests of the Banyjima, Innawonga and Nyiyaparli
people
• To administer GIPL approved IUC programs and projects using an
effective and efficient member service delivery model that meets the
needs of Traditional Owners
• To consult with Traditional Owners
• To implement a Traditional Owner Capacity Building Strategy that
empowers and inspires the GAC’s Traditional Owner employees
• To provide good governance and quality corporate management
• To deliver outcomes for Traditional Owners through strategic external
partnerships
• To secure additional (non-GIPL) funding opportunities
GAC Governance Overview:

GAC is an Aboriginal Corporation regulated by the Office of the Registrar of
Indigenous Corporations.
The GAC Board is 100% Traditional Owner controlled and is made up of 12
Traditional Owner Directors
• 4 Banyjima Directors;
• 4 Nyiyaparli Directors;
• 4 Innawonga Directors
Directors of Gumala Aboriginal Karen Tommy - Banyjima
Karen is a former Gumala Enterprises Pty Ltd (GEPL) director, and was first appointed as a director
on the Gumala Aboriginal corporation Board in 2008 and was re-elected in both 2012 and 2013. She
Corporation takes great pleasure in being part of the Board of directors’ decision-making process. Her dream is for
Gumala members to take on more significant roles in the running of the organisation.
Jahna Cedar - Nyiyaparli Cecil Parker - Innawonga

Jahna was elected as a director on the GAc board in november 2013. Jahna cedar is a cecil is a traditional innawonga man. He is from West Side community, located between tom
nyiyaparli/yindjibarndi woman from the Pilbara region of Western Australia and is recognised Price and Paraburdoo. cecil previously served on the GAc Board of directors in 2011 and was re-
as a strong indigenous community leader. appointed in 2012 and 2013.
Roy Tommy - Innawonga Susan Bung - Nyyaparli

roy was born in roebourne and grew up on pastoral stations in the Pilbara region (mainly Susan’s background as a director includes serving on the Boards of: the nyiyaparli Aboriginal
south of Paraburdoo along the Ashburton Gobawarrah river). roy has served on prior Gumala corporation of iBn, the nyiyaparli plan B trust, Karlka nyiyaparli corporation and the nyiyaparli
Aboriginal corporation (GAc) and Gumala Enterprises Pty Ltd (GEPL) boards. Working Group.
Stuart Injie (Snr) - Innawonga Lisa Coffin - Nyiyaparli

Stuart is the former GAc chairman, a member of the Lore and culture committee, and a Lisa is a nyiyapali woman and mother who has experience and in-depth knowledge of the
Gumala Enterprises Pty Ltd (GEPL) director. Stuart is a well-respected innawonga Elder. He was financial industry, housing and infrastructure gained from previous employment at Bank West
born at mt Stuart Station near onslow and currently lives in Bellary Springs community. and the department of Housing.
Ken Injie - Innawonga

Proud innawonga Elder, Ken ingie Snr., was born and raised in onslow, growing up on various
cattle stations around the Pilbara, including Ashburton downs and mt. Stuart. Ken now resides
in the Gumala Homeland community of Bellary Springs. A fluent innawonga speaker, Ken
is passionate about traditional Lore & culture and passing traditions, customs and cultural
knowledge on to the younger generations. ken also enjoys camping trips and bush walks.
Beverley Hubert - Banyjima
Banyjima director Beverley Hubert is a member of Gumala’s Health committee and is
dedicated to closing the gaps in health between indigenous and non-indigenous Australians.
Beverley is also passionate about the preservation of her traditional Banyjima language, and
has worked as a mentor and teacher with Wangka maya Pilbara Aboriginal Language centre.
Brian Tucker - Nyiiyaparli
Brian was appointed to the board in november 2013. He is a nyiyaparli traditional owner and
has previously served as a director on the GAc Board. Brian grew up in marble Bar, nullagine,
Wittenoom and onslow where he resides today. Brian was one of the original signatories of the
yandi Land use Agreement in 1997.
GAC General
operational organisational Achievements
Highlights • GAC partnered with Rio Tinto to support the Independent Review of the
YLUA, which was conducted by the Hon. Fred Chaney and Hon. Paul Lennon
• GAC achieved GGF cost savings and efficiencies by providing corporate
services to GEPL for Finance, Governance, Human Resources, Information
• GAC distributed $21,352,528 of direct benefits to Gumala Traditional Technology, and Public Relations/Communications, with GIPL service
Owners consolidation planned for 2014/15
• GAC invested $1,962,173 in Community Development and Lore • GAC led the scoping and implementation of a new GGF Enterprise Resource
Camp upgrade projects Planning (ERP) system
• GAC administered the 3A Early Childhood Education curriculum • GAC Call Centre achieved significant cost efficiencies, processing 6,664 more
to Gumala Communities in partnership with the University of applications that the previous year with 6 less Full-Time Equivalent staff
Melbourne, the Parental and Community Engagement (PaCE)
• Based upon ORIC rankings, GAC became the second largest Aboriginal
Program, and West Pilbara Communities for Children (C4C). Three
Corporation in Australia after being rated the sixth largest Aboriginal
new 3A centres in Paraburdoo, Youngaleena and Karratha were
Corporation in 2012-13
established
• GAC secured $1,687,566 in external funding payments from partner
organisations. This represented a 215.5% increase from 2012-13
when GAC received $534,800 from external partners
• For the first time in GGF history GAC received a cash distribution of
$639,198 from GEPL (dividend payment) that was used for direct
member benefits.
27%
COMMUNITY DEVELOPMENT
$4,164,972
traditional owner Capacity

Building (toCBS) LORE & CULTURE
$1,707,069
11%
12% BUSINESS DEVELOPMENT

• GAC invested $2,071,901 in a TOCBS designed to empower and up-skill EDUCATION 15% $1,934,435
Gumala Traditional Owners through employment opportunities. The long
term objective of the TOCBS include greater involvement by Traditional $2,304,143
Owners in the strategic direction and day-to-day operations of Gumala
entities. 8% OTHER
• Additional eight Traditional Owners employed by GAC $1,201,405
• The TOCBS supports 13 GAC-GEPL staff, and 48 Traditional Owners who
HEALTH & WELLBEING 27%
undertook casual employment
$4,182,165
• GAC received external funding from Rangelands NRM to develop a Ranger
Team in the Tom Price region.
GAC IUC EXPENDITURE
Direct member Benefits HEALTH & WELLBEING IUC
MEMBER SERvICE PROGRAM

GAC provides direct benefits to members through:
Member Service Programs: • Healthy Living Program
GAc administered 28 member Service Programs during 2013-14. Gumala
• medical Program
members are entitled to access support from a member Service Program if their
application fulfils the eligibility criteria. member program applications were • critically ill Patient Support
submitted to the GAc call centre for processing. Program
Projects:
BUSINESS DEvELOPMENT IUC
GAc administered projects strategically aimed at empowering traditional
owners.
MEMBER SERvICE PROGRAM
Special Consideration:
• Business research Feasibility
if a member had a request that did not fall within the member Service Program & training Grant (new
guidelines, in 2013-14 they had the option of applying to the cEo for special Business)
assistance. the cEo assessed the application on a case-by-case basis.
• Business Planning &
Professional Services Grant
EDUCATION IUC (new Business)
• Business Working capital
MEMBER SERvICE PROGRAM PROJECTS Grant (new & Existing
Businesses)
• Early childhood Assistance Program • 3A Early childhood Project • Business Professional
• Primary Education Assistance Program Services Grant (Existing
Businesses)
• Secondary Education Assistance
Program • country WA Vehicle repair &
maintenance
• tertiary Education Assistance Program
• Scholarship Education Assistance
Program CULTURE IUC
• country Week Participation Program
MEMBER SERvICE PROGRAM PROJECTS
• computer Support Program
• Lore & culture Family • Gumala ranger team

COMMUNITY Assistance Program Project
DEvELOPMENT IUC • Lore & culture travel • cultural Awareness
Assistance Program training
MEMBER SERvICE PROGRAM PROJECTS • Funeral Program • Lore Ground upgrade
• Funeral travel Assistance Projects
Program • GAc Lore Activities
• Emergency Housing • Homeland community Assistance
Assistance Program Projects • Arts & craft Program
• Housing Assistance • Home renovation &
Program maintenance Program OTHER IUC
• utilities Program • youngaleena School
of Air and community MEMBER SERvICE PROGRAM
Building
• South Hedland • Sport & recreation Program
Housing Project • Headstone Program
• Karijini Eco-retreat • Acknowledgment to Elders
capital Works upgrades Program
• Food Scraps to Fertiliser • natural disaster relief
Project Program
General
Gumala
Trust Deed
Objective:
To provide for
or undertaking
of training and
education of
Traditional
Owners
education
Research clearly indicates that Indigenous
Australians who have completed Secondary
Education or a Certificate III qualification
typically have higher incomes and better health*.
Participating in formal education is also associated with
increased individual motivation and a greater desire to
achieve economic independence.
GAc invested in various initiatives designed to encourage
Gumala children to achieve a quality formal education in a
safe setting. in 2013-14 Gumala traditional owners and their
children were eligible to access seven Education iuc member
Programs, while GAc was also responsible for administering
the 3A Early childhood Project in Gumala communities.
during the financial year, GAc supported 1037 Gumala
students from the Banyjima, nyiyaparli and innawonga
Language Groups. the total number of students supported
by GAc has risen significantly since 2012-13. it is forecasted
that Gumala student numbers will continue to increase in the
coming years.
Footnote
* See Forrest, A. (2014) The Forrest Review: Creating Parity.
Canberra; Commonwealth of Australia
2011- 12 774
2012-13 866
2013-14 1037
NUMBER OF STUDENTS SUPPORTED BY

EDUCATION PROGRAMS
EDuCAtIon
Partnerships
with schools of
all levels and
highlights
Government
groups such
as PacE have
in 2014
increased
positive
education
outcomes for
all Gumala
members
Areas where Gumala Members

attend learning institutions
21 3ax4 $2.3m 1,037

during the financial year GAc has spent the number of Gumala
PORT HEDLAND
POR HEDLAN School Agreements
GAc administered the 3A approximately $2.3 million students supported by GAc
with regional and
KARRATHA
KARRATH SOUTH HEDLAND curriculum at four Early on GAc Education for Education Programs.
metropolitan schools.
School Agreements are Learning centres in the initiatives that range from
ONSLOW
ONSLOW TOM PRICE designed to reduce the Pilbara. GAc worked closely the Early Learning right
NEWMAAN administrative burden for with the university of through to Adult Education.
PARABURDOO melbourne, the Parent and
parents. under a School
Agreement, the schools community Engagement
identify Gumala students, (PacE) program and West
then GAc directly funds Pilbara communities for
the schools for each children (c4c) to administer
Gumala student and the the 3A curriculum in
school is responsible for Gumala communities.
ensuring the Gumala
GERALDTON
GERAL
students are provided
with uniforms, book lists
and lunches. under some 2011-12 $1,774,845
school agreements GAc
is also provided with 2012-13 $1,837,651
student attendance and
PERTH performance records 2013 -14 $2,304,143
YEAR ON YEAR INVESTMENT IN EDUCATION
Education Member Programs
GAC administered seven Education IUC Member Programs during 2013/14. Members
and Gumala Children were entitled to access assistance for attending Early Childhood
Centres, Primary and Secondary Schools; and Tertiary Level learning institutions. Under
the Education IUC Gumala students were also entitled to access Scholarship Assistance,
Computer Support and Country Week Assistance. GAC’s Education IUC expenditure and
student number both increased in 2013-14.
600 579
503 2011-12
500
464 2012-13
400
2013-14
300
243
200 189
89 173 tHE LocKyEr-EAton BrotHErS
100
54
36 48 57
85
71 79 Value Adding through School Agreement
0 Partnerships
EARLY PRIMARY SECONDARY TERTIARY SCHOLARSHIP Improving Year 12 completion rates for Indigenous students has been
CHILDHOOD SCHOOL SCHOOL STUDENTS identified as a priority by the Federal Government. There is a strong
relationship between high school attendance rates and the completion
NUMBER OF STUDENTS SUPPORTED BY GAC EDUCATION of Year 12*.
2012-13
research has concluded that the proportion of indigenous students attending school is
$700,000 10% lower than non-indigenous students, and the gap between indigenous and non-
$608,934 2013-14 indigenous school attendance widens as students progress through school.
$600,000 in 2012-13 GAc commenced the process of approaching schools with significant GAc
$557,807 student numbers with the goal of strategically working together to increase student
$535,534 $532,469 attendance rates through a School Agreement partnership. By
$500,000
$454,226 June 2014, 21 Primary and Secondary schools had partnered with GAc to create a plan
to improve Gumala children’s attendance rates to 80% of school days per term. Schools
$400,000 submitted proposals to GAc outlining their school attendance strategy. the schools who
signed up to the Attendance monitoring Agreement receive a $5,000 GAc contribution
$300,000 and in return provided GAc with the student attendance data.
$234,807
While GAc supports all children regardless of their attendance rates, we aim for 80%
$200,000 $178,258 $127,782 school attendance rates for all GAc children. GAc will only provide Scholarship Program
funds to students who have achieved at least an 80% attendance record, thus creating
$168,597
$67,100 $87,025 incentives for Gumala parents to encourage their children to attend school and
$100,000 $34,443 reinforcing the benefits of education. under each school agreement GAc also pays
the child’s education program entitlements directly to the schools who in turn
0 supply uniforms, booklists and lunches.
EARLY PRIMARY SECONDARY TERTIARY SCHOLARSHIP COMPUTER

CHILDHOOD SCHOOL SCHOOL STUDENTS ASSISTANCE
*ScrGSP (Steering committee for the review of Government
GAC EXPENDITURE ON EDUCATION MEMBER PROGRAMS Service Provision) 2011, Overcoming Indigenous Disadvantage Key
Indicators Report 2011, Productivity commission, canberra.
Flagship Education
Project:
3A Early
Childhood Centres
What is the 3A Early childhood curriculum?
the Abecedarian Approach Australia (3A) is a collection of
teaching and learning strategies developed by world renowned
academic Professor Joseph Sparling and his associates.
From conception to age 5, significant brain development
and neural structuring occurs. the 3A approach provides an
early intervention platform to facilitate parent-child learning
and engagement. the impact of the 3A approach has been
empirically studied for more than two decades.
Benefits of 3A for children

• Early intervention education is substantially more effective
than later life education intervention
• 3A supports positive future school attendance through
collaboration with local primary schools
• 3A builds trust for children when interacting with teachers in
a safe environment
• 3A provides a smooth transition to formal education
ensuring children are prepared for school
• 3A establishes lifelong healthy behaviour patterns for
children
• 3A encouraged participation and attendance in education
Benefits of 3A for Parents

• 3A is designed to normalise healthy parent-child interactions
• 3A increase parents’ skills and confidence
• the parents and caregivers involved in 3A have become
respected role models in remote communities
Benefit of 3A for the Wider community

• the 3A curriculum is designed to be easy to implement in
remote and rural communities
• the 3A curriculum has been associated with positive long-
term social and community orientated behaviours
Elements of 3A the wider Pilbara community has
Educational games benefited from the commitment to
establish 3A centres. Although GAc funds
3A has developed approximately 200 individualised game-like 3A initiatives to benefit Gumala children,
activities designed for an interactive shared experience between the 3A curriculum and also resources are
an adult and one or two children. Each game can be thought of available to all children and parents in the
as a “bite-size piece of a curriculum.”
communities.
the 3A program is a long-term
Enriched caregiving investment that will bring about
significant social, educational and
3A is based on the premise that for the first five years of life
education and caregiving should not be thought of as different economic benefits for Gumala
activities. Enriched caregiving, especially for a high risk child, communities in the coming decades.
provides an environment where it is safe to learn positive
behaviours.
Melbourne University
Commitment:
Conversational reading to further develop the 3A curriculum,
the reading sessions are encouraged to be conversational, to provide expert support, to develop a
and the educational games encourage back and forth community cHAmPionS At tHE KArrAtHA 3A cEntrE research project and a training portal.
communication between the parent/caregiver and the child.
PaCE Funding:
the 3A curriculum employs a “joint attention” reading
strategy. For example, every child aged 0-3 has a one-on-one the PacE funds were used to employ a
conversational reading session with their parent each day, while 3A project coordinator (GAc employee),
children aged 3-4 are read to in pairs each day with a caregiver. a 3A Field officer (GAc employee), 3A
community project champion wages
(Gumala parents), and also covered costs
Language priority associated with 3A related vehicle hire,
travel and accommodation.
A key part of the 3A model is the commitment to make every
experience of every day rich in language. West Pilbara Communities for
Children (C4C) Funding:
Provided funding support to the 3A
Gumala’s 3A Partnership projects.
Gumala has established partnerships with the university of
melbourne, West Pilbara communities for children (c4c) and the
Parental and community Engagement (PacE) Program. the PacE
3A App
Program is currently administered by the department of Prime
minister & cabinet, but during the 2013-14 financial year it was
administered by the department of Education, Employment and
Workplace relations (dEEWr).
GAC, in collaboration with the University of Melbourne and
Nazori Software Developers are developing a 3A application
�+�
Gumala 3A commitment: WEST PILBARA
COMMUNITIES FOR for Smartphones/Tablets/PCs. This 3A application has been
• Overall co-ordination of Gumala 3A projects; CHILDREN 6% appropriately named “Side-By-Side”.
• Funding of 3A teacher salaries; the “Side-By-Side” application has been designed to deliver the 3A curriculum in a
PACE FUNDING digital learning format that encourages a fun and interactive experience between
• Funding of 3A centres; Funding of 3A room rentals.
18% parents and children. As a result of GAc computer Program support the majority
in January 2012 the 3A curriculum was introduced to the of GAc members have access to smartphones/iPads and the internet, and will
Wakathuni community at the newly built Early childhood therefore be able to access the “Side-By-Side” application.
Education centre. While participation rates were initially low,
the “Side-By-Side” application has also been designed to allow 3A researchers
after two years GAc managed to establish a 3A group regularly
to track the performance of Gumala Early childhood Students in real time.
attended by both children and parents engaging in interactive
information collected through “Side-By-Side” can potentially be analysed by
educational activities. researchers participating in a longitudinal study examining the long-term impact 3A web links
in 2013-14 GAc organised a setting for the 3A curriculum in the of the 3A curriculum. this research is expected to help the university of melbourne
develop an even more effective 3A curriculum for future generations of children. http://www.gumala.com.au/assets/
youngaleena community, Paraburdoo and Karratha. Plans were school-expert-shows-benefit-
developed by GAc during 2013-14 to organise a setting for the of-approach-pilbara-news-26-
3A curriculum at South Hedland and onslow. in June 2014, GAc february-2014-2.pdf
administered a survey at a South Hedland Special Beneficiaries
meeting for the purpose of identifying Gumala children aged 0-5 http://www.gumala.com.au/assets/
from the Hedland region who would be eligible to be involved in remote-are-kids-benefit-from-program-
the 3A curriculum. GAC 3A FUNDING 76% koori-mail.pdf
General Gumala Trust
Deed Objective:
to improve the housing,
living conditions, health
and general standards of
living of the traditional
owners
to assist the
traditional owners
in the acquisition,
development and
establishment of
homeland communities
to Assist the traditional
owners in asserting
and maintaining their
traditional rights to land
and otherwise
community
development
2012-13
The Gumala Community
Development Team focuses on $500,000 $485,934 2013-14
projects that will improve the
$450,000 $442,427
standard of living at Gumala
Homelands and other Gumala $400,000 $357,621 $379,725
Communities.
$350,000
While community development
projects have a Pilbara focus, $300,000
the community development
programs are available to the $250,000
wider membership. in 2013-14
$200,000
all GAc members were entitled
to access the utilities Program, $150,000
the Housing Assistance Program $97,239 $114,352
and the Emergency Housing $100,000
Assistance Program.
$50,000
0
UTILITIES EMERGENCY HOUSING

PROGRAM HOUSING ASSISTANCE
ASSISTANCE
GAc EXPEnditurE on community dEVELoPmEnt mEmBEr

ProGrAmS
community
Gumala
provides
support
development
for Capital
Projects,
Member
highlights
Communities
and Lore
Grounds in the
Pilbara
$4.16m 4+6 2
the amount spent during the financial two houses were
on community year there are 4 Gumala constructed for the
development member Homelands and 6 Gumala South Hedland Housing
Benefits communities supported Project during the
by the community financial year. in 2014-
development iuc 15 construction of the
COMMunITy DEVELOPMEnT’S remaining eight houses
IMPACT On THE PILBARA will be completed.
PORT HEDLAND
MINGALATHURNDU
��
KARRATHA SOUTH
SOUTH HEDLAND HEDLAND
HOUSING 2011-12 $2,501,386 PROJECTS 50.1% PROGRAMS 49.9%
DEVELOPMENT
WIRRILLIMARA 2012-13 $1,603,428

YOUNGALEENA
ONSLOW
2013-14 $4,164,972
PEEDAMULLA STATION TOM PRICE
KARIJINI
BILDULTHA - WINDELL BLOCK
BINDI BINDI CANE RIVER LORE GROUND WAKUTHUNI NATIONAL BARDULNAH - WINDELL BLOCK
PARK
WESTSIDE/NGUMEE NGU NEWMAN
yEAr on yEAr inVEStmEnt in community dEVELoPmEnt
BELLARY SPRINGS
PARABURDOO
General Gumala
Trust Deed
Objective:
to
assist the traditional
owners in becoming
economically
independent whether
by the acquisition
or establishment of
economic enterprises
or interests therein or
otherwise.
business
development $1.93m 65
the amount spent on the number of members
48
the number of
supporting members who submitted traditional owner
$1,800,000 $1,794,967 through the Business Businesses that accessed
business development
development iuc applications. only Business development
A successful Traditional Owner business $1,600,000 members who funds during 2013-14
network has the potential to generate submitted requested
significant wealth for the Gumala documentation for a
community that can be sustained beyond $1,400,000
due diligence review
the lifespan of the Yandicoogina mine
compensation payments. had their applications
$1,200,000 approved.
GAc member businesses are also more likely to
employ GAc members, which further contributes
to the economic wealth of the membership. many $1,000,000 2012-13
new business endeavours fail, especially in the first
two years. Having access to funding and expertise FACt:
can be the key to developing a sustainable and $800,000 2013-14
profitable business. The Business Development Member Programs supported the following categories of member business:
in 2013-14, GAc business owners were entitled to $600,000 $535,631 • Artists and Fashion designers
access Business development member Program
funds. • cultural services (cultural Awareness Services, Heritage surveys, Landcare, Headstones, tourism micro
$400,000 businesses)
• Food Services (catering, Party Hire, café)
$139,468 • General Services ( Hairdressing, information technology, Legal Services)
$200,000
$83,986 • retail (clothing stores)
• construction, contracting and mining related business
0 • Labour Hire businesses
GAc collaborated closely with key partners such as rio tinto, many rivers and iBn corporation to further the interests of our
BUSINESS WA COUNTRY traditional owners and maximise opportunities for their businesses. these partners assist our member business owners with all
aspects of professional services, such as accounting, marketing, leadership, negotiation and growth strategies.
GRANTS vEHICLE
GAc EXPEnditurE on BuSinESS dEVELoPmEnt mEmBEr

ProGrAmS
General Gumala
Trust Deed
Objective: to
improve the
housing, living
conditions, health
and general
standards of living
of the traditional
owners
health,
wellbeing &
other
4,835 $4.18m
In 2013-14, GAC Members
were entitled to access
four Health & Wellbeing
Programs. These programs
were designed to provide
immediate support for
members to access funds for
healthy living purposes or to the amount spent on
number of applications Health and Wellbeing
help with medical needs.
received for the Healthy Programs during the
Living Program during the financial year, equating
2013-14 Financial year. to 27% of Gumala’s
2011-12 $4,320,131 expenditure on direct
member Benefits
2012-13
$2,656,555
2013-14 $4,182,165
yEAr on yEAr EXPEnditurE on HEALtH & WELLBEinG
$3,000,000
2013-14
$2,538,636
2012-13
Health and wellbeing Member

$2,500,000
Programs $2,000,000
$1,501,590
$1,500,000 $1,389,347
Healthy Living Program

$941,729
$1,000,000
in 2013-14 Gumala members were entitled to access the
Health Living program, which covered a wide range of
purposes including food, fuel, white-goods and household
goods, clothing, accommodation/travel, vehicle purchase $500,000 $254,182
and maintenance. the Healthy Living Program was accessed $213,236
by nearly all members, although many transactions were
of a low value (i.e. less than $200). therefore, the Healthy 3,827 4,835
Living Program contributed significantly to 2013-14 GAc number of 0
administration costs. number of Approved Approved Healthy
Healthy Living Living Applications CRITICALLY
Applications in in 2013-14 HEALTHY MEDICAL
ILL PATIENT
2012-13 LIvING PROGRAM
SUPPORT
Medical Program
GAc EXPEnditurE on HEALtH & WELLBEinG
many members live in rural locations where quality health
services are not readily available. members were entitled to
access the medical Program to cover medical costs related to APProVEd HEALtHy LiVinG APPLicAtionS
doctor’s appointments, medical scans and tests, prescriptions,
dental care items; reading glasses, physiotherapy, baby
products and a range of other items. members could also use
Other IuC
Member Programs
their medical Program funds to travel and accommodation
for the purpose of accessing quality health services in the
Pilbara or Perth. the medical Program was widely accessed
by the membership and had a large number of low value (e.g.
less than $200) transactions. therefore the medical Program
significantly contributed to 2013-14 GAc administration GAC administered four Member Service Programs under the “Other” IUC during the 2013/14 Financial Year. Members were
costs. in 2013-14 there was an increase in approved medical entitled to access assistance from the Sport & Recreation program, the Headstone program and Acknowledgement to
applications and an associated increase in medical program
expenditure due to a higher number of members accessing 2,397 3,952 Elders programs.
this program. number of number of Approved
Approved medical medical Applications
Applications in in 2013-14
2012-13 $600,000 2013-14
$528,966
Critically Ill Patient Support (CIPS) 2012-13
$500,000
Program
$400,000
Family support during times of critical illness is highly valued $257,810
by the Gumala membership. it can be very expensive for $300,000
rural based members to provide support to critically ill family APProVEd mEdicAL ProGrAm APPLicAtionS
members, especially when the critically ill member has been $200,000
transferred to Perth for medical care. under the critically ill $116,332
Patent Support Program, members are entitled to access $100,000 $69,495 $70,541
$60,000
funds to cover travel and accommodation costs associated
with kinship support. 0
SPORT & HEADSTONE ACKNOWLEDGEMENT

RECREATION PROGRAM TO ELDERS
EXPEnditurE on mEmBEr ProGrAmS in tHE otHEr iuc
General
Gumala
Trust Deed
Objective:
to assist the
traditional
owners in
asserting and
maintaining their
traditional rights
to land and
otherwise
culture
The cultural activities of the Lore Season and Funerals are central
to the identity of Gumala Traditional Owners. Lore season occurs
$792K $550K 14+4

between November and March each year, and the Elders decide which
Lore Grounds will host the ceremonies where young Gumala boys
make the transition to manhood.
in 2013-14, cane river was the only GAc funded Lore camp that held Lore time
Activities. traditional owners also benefit from active involvement in cultural activities
such as arts & crafts and caring for country.
Amount spent on Amount spent on Fourteen Gumala

supporting funeral supporting Lore Boys were funded
related activities attendance and Lore to participate in Full
2013-14 ceremonies Lore activities, while
$800,000 $792,810
$748,110
2012-13
4 Gumala Boys were
$700,000 funded to participate in
Half Lore activities
$600,000 $550,623
$525,940
$500,000
$400,000
$300,000
$200,000 2011-12 $829,946

$143,986
$100,000
2012-13 $1,416,748
0
2013-14 $1,707,069
FUNERAL LORE & ARTS&
MEMBER CULTURE CRAFTS
PROGRAM MEMBER PROGRAM
PROGRAM
yEAr on yEAr EXPEnditurE on cuLturE
EXPEnditurE on mEmBEr ProGrAmS in tHE otHEr iuc
Gumala ranger
Gumala Ranger Services
Plans are being developed for the Gumala
ranger team to provide natural resource
management and cultural services for
Project
Pilbara communities, the Karijini national
Park, Karijini Eco retreat, and Pastoral/
mining lease sites. the Gumala ranger
team is preparing to provide the following
services:
• community development
During this financial year, GAC entered into a partnership with rejuvenation projects to reduce dust,
Rangelands NRM* who provided GAC with funding to employ a Ranger enhance ‘green’ areas, and reduce
Co-ordinator for the purpose of establishing a Gumala Ranger team in damage to property from fire and
the Tom Price region. cyclones
The seed funding has been used to employ Banyjima Traditional Owner • native Plant and Animal
Shandell Raddock as the Ranger Co-ordinator. identification
The newly employed Ranger Co-ordinator is responsible for securing • the protection of environmentally
external funds and co-ordinating the project. and culturally significant species,
ecosystems and habitats
• the management and eradication
of invasive species and other
environmental threats
Gumala Ranger Partners • the management of land through
After only a few months, the ranger co-ordinator has established a network with the traditional bush burning techniques
following key partners:
rangelands nrm A long-term goal is for the Gumala ranger

team to become self-sufficient through
rangeland nrm is the key funding body and project partner. rangelands nrm is a non- fee-for-service arrangements.
government organisation that supports the management of land by delivering projects
that protect and improve the environment. one of key areas of focus for rangelands
nrm is the Pilbara corridors Project, which involves working with traditional owners in
the Fortescue catchment region. Gumala Ranger Employment
Opportunities
department of Parks and Wildlife (dPAW)
An objective of the Gumala ranger
dPAW is responsible for the management of national Parks, marine Parks, State Forests project is to provide employment and
and other reserves. A key dPAW objective is to protect and conserve native plants and training opportunities for Gumala
animals. traditional owners that will allow them to
learn about and look after their country.
ngurrawaana rangers
Gumala Elders will have a pivotal role in
this operational ranger team is based out of the ngurrawaana community, adjacent
to the millstream-chichester national Park. the ngurrawaana rangers primarily are
involved in the treatment of Parkinsonia (a weed of national significance) along the lower
teaching and mentoring the ranger team
on cultural aspects of the land, and more Shandell Raddock
regions of the Fortescue river catchment.
particularly, on traditional ecological land
management knowledge and skills such Ranger Coordinator
as how to use fire for ‘cleaning out’ the
Karijini Eco retreat country.
the world-renowned GEPL owned tourist asset located in the Karijini national Park. Shandell raddock is a Banyjima traditional owner raised in roebourne
the program will be driven by the who joined GAc in 2014 as the ranger coordinator.
traditional owners and will comprise
Since completing her Environmental Science degree at murdoch
projects and activities that will engage
university, Shandell has worked extensively in environmental roles
Gumala community members across all
in Australia and overseas, for mining companies, water authorities,
demographics.
environmental departments and non-government organisations.
* rangeland nrm Secured the funds through the Australian Government’s Caring for Our
Country regional investments Program Shandell raddock has a vision to provide opportunities for traditional
owners to gain skills, knowledge and experience through the ranger
program to get back onto country and look after traditional land and
natural resources.
GumALA’S special Hardship Special Assistance
assistance
136 members during 2013-14 submitted special assistance
requests that were approved by the GAc cEo. Special
Assistance was approved to reduce financial stresses, to secure
accommodation and to address long-term medical needs.
When an organisation has a funding approach solely based Education Special Assistance
upon guidelines, members who submit applications falling Special assistance was used to support special education
outside the guidelines criteria, regardless of their personal requirements for highly talented Gumala members/students
circumstances, will not be supported.
to ensure that GAc’s funding approach is not insensitive to personal Business Development Special Assistance
circumstances in 2013-14 GAc members were able to submit an
application to the GAc cEo for special assistance support. the cEo A number of Business development requests for an amount
would assess the application on a case-by-case basis by delegated higher than the program limit were submitted. the Business
authority from the GAc Board. during the financial year the cEo development unit would review the request for amounts above
approved* $3,930,650.87 in Special Assistance. the guidelines limits, and after conducting full due diligence
submit a Special Assistance recommendation to the cEo.
[* Note: Some members did not spend the full amount approved by the GAC
CEO] Special Assistance was approved for business development
applications that provided strong evidence of being able to
contribute to the development of a profitable and sustainable
Culture Special Assistance business, which would in turn advance the economic
in 2013-14 for the first time GAc received a GEPL dividend payment independence of the GAc member and their family.
($639,198) that was used to provide direct member benefits. the
GEPL distribution partially funded the purchase of thirteen vehicles
for Pilbara based Elders. GAc invested in Pilbara based transport the approval of Special Assistance was influenced by the age of
solutions for Elders because increasing the mobility of Elder increases the Gumala traditional owner. While the Gumala membership
their contact with the younger generation, and a comfortable vehicle is only made up of 18% of members aged 50 years or over, 60%
is also valued by Elders travelling “on-country” during the Lore Season. of the Special Assistance approval was for members 50 years or
older.
Medical Special Assistance
there was a closer match between the language group
three Gumala members submitted an application for GAc and iBn membership percentages and the percentage of Special
corporation to fund vehicles designed to provide mobility and to Assistance approved for each language group.
specifically address a medical condition. GAc worked closely with
�� 6040 ��
iBn corporation, and through Special Assistance contributed towards LEFt: ELdErS rEcEiVEd cuLturE cArS tHrouGHout tHE
the purchase of three vehicles. yEAr. imAGE tHAnKS to cAroLinE LEE
50 And 50 And innAWonGA BAnyJimA innAWonGA

oVEr oVEr 18% 60% 18%
18% 60%
undEr 50
40%
BAnyJimA nyiyAPArLi
68% 14%
undEr 50
nyiyAPArLi
85%
22%
GumALA SPEciAL ASSiStAncE rEciPiEntS

GumALA SPEciAL ASSiStAncE rEciPiEntS APProVEd By LAnGuAGE GrouP
mEmBErS By AGE GrouP APProVEd By AGE GrouP mEmBErS By LAnGuAGE GrouP
Gumala Aboriginal
Corporation Operational
Performance
100
GUMALA GROUP ANNUAL REPORT 2013-14 GUMALA GROUP ANNUAL REPORT 2013-14 101
Overview of Member Solutions Team
Operations Overview
Prior to the signing of the YLUA in 1997, few Traditional Owner groups The Member Solutions Team (MST) consists of a Call Centre and
were represented by an entity with effective organisational capabilities affiliated Receptionists. Call Centre staff are responsible for processing
driven by the core Indigenous values of Respect for Elders, Respect of Member Program applications, while Receptionists provide a service
the Land, Respect for Lore & Culture, and Respect for the Family Unit. to any GAC member who walks into the Tom Price or Perth offices.
mSt managed member details with a customised customer relationship management
GAC Organisational Capabilities (crm) package called GiS (Gumala information System). GiS is used to process member
applications, to electronically store member documentation and to manage general
GAc organisational capabilities that either directly or indirectly interactions with the membership.
facilitates the provision of benefits to Gumala traditional owners
include: 2013-14 Significant Changes
• members Solutions team in 2013-14 the following changes to the call centre operations were implemented:
• training & Employment team • in 2012-13 the GAc call centre was operating in both Perth and tom Price. An
internal review revealed that processing of member applications was more
• Human resources cost effective and efficient in the Perth office. in August 2013, GAc call centre
resources were fully consolidated at the Perth office. only one call centre staff
• Governance member was located at tom Price to processes emergency applications.
• Finance • A call centre manager position was created to provide focused leadership for mSt
operations. ABoVE: cEciLiA PArKEr
• information technology & Facilities
• there were further upgrades to GiS allowing the call centre to efficiently contact
• Public relations & communications members/Suppliers through SmS and Fax capabilities.
• Partnerships
2013-14 Key Results
A key strategic objective for GAc is to sharpen the effectiveness of organisational
capabilities while at the same time reducing the associated administration costs. Every
the GAc call centre was able to process 6,664 more applications with six less Full time
Equivalent staff. therefore, the call centre restructure achieved the goal of increasing
20 14
dollar of administration costs saved by GAc is a dollar that could be applied towards a the efficiency of member Services capabilities (by 36.7%) while reducing administration 2012-13
2013-14
direct member benefit. costs.
numBEr oF FuLL timE EQuiVALEnt roLES
Development of Traditional Owner Organisational Capabilities

5000
GAc has also commenced the process of building core traditional owner employee
4500 2013-14
capabilities through the traditional owner capacity Building Strategy (tocBS).
4000
3500
GAC Capabilities and the Integrated Corporate Service Model 3000
2500 2012-13
A key strategic goal for the GGF is to reduce operational administration costs. Historically,
GAc is the GGF entity with the greatest organisational capabilities. 2000
1500 2011-12
under the new integrated corporate Services model implemented in 2013-14, GAc
provides GEPL with core operational capability resources for Governance, Finance, 1000
Human resources, Public relations/communications and technology/Facilities. 500
in 2013-14, GAc and GEPL signed a shared service agreement to formalise the integrated
corporate Services model, with plans to integrate the services into GiPL during the JuLy AuGuSt SEPt oct noV dEc JAn FEB mArcH APriL mAy JunE
2014/15 Financial year.
the consolidation of corporate services has resulted in a more streamlined administration totAL numBEr oF trAnSActionS ProcESSEd
service model and significant cost savings. GAc is also providing support for GEPL and
GiPL to implement the tocBS.
Training & Employment
Team Overview
2013-14 Key Results Employment &
A member who embraces training and employment opportunities is
better placed to achieve economic independence, a higher standard of
Training Survey
integrated corporate Services: the
living and a healthy self-esteem. GAC employs an employment and employment and training team has GiPL approved funds for
training team who focus on providing solutions to Traditional Owners provided an additional layer of support to GAc to administer an
participating in or seeking training/employment opportunities. GGF traditional owner employees. this employment and training
team provided services to GEPL, and has survey to Hedland residents
also worked closely with the Karijini Eco- at the Annual General
retreat and the compass Group Australia meeting and a following
2013-14 Training & Employment in Review (on ESS Gumala Joint Venture). Special Beneficiaries
meeting.
Phase 1: • Jobs:
121 traditional owners
Training & Employment Capabilities July 2013 – March 2014 31 traditional owners placed in jobs completed the survey
since march (89 respondents were Amy Groves
For the first time in GGF history, a standalone training & Employment budget was Hedland residents; 32 GAc
approved for 2013-14. initially, the training & Employment Budget was focused on members residing elsewhere Asset management Engineers based in Belmont, WA notified GAc of an available
• Traineeships: Traineeship
traditional owner wages for externally placed traineeships. A review of this approach requested to participate in employment opportunity.
placements : the survey).
revealed that externally employed traditional owner and their employees were not being
provided with appropriate incentives, and only a small number of traditional owners the GAc employment and training team advertised the role to the Gumala
16 members have undertaken GAc
were benefiting from the employment/training budget. this survey identified membership. A pre-screening process identified Amy Groves, who was then
supported traineeship opportunities.
Hedland based traditional successfully placed into the role.
owners who were
• Database Development: interested in GAc providing the employment and training team provided further support for Amy and Asset
Phase 2: Training & Employment Capabilities March 2014 – June 2014 in march 2014 an employment/ employment/training management Engineers by proactively accessing $12,000 in government subsidies that
(and ongoing): training database was developed support. the survey also would contribute to Amy’s training and development. the job was then converted
that contains contact details, ascertained employment/
into a formal traineeship for Amy.
in march 2014, GAc’s training and employment organisational resources were qualifications, skill sets, resumes, and training barriers.
restructured based on a model that sought closer contact with the wider membership aspirations. the database is being
and the development of a broader external partnership network. strategically used to match Gumala
the Perth-based training and employment team has also undertaken regular visits to the members with potential internal/
external vacancies. NUMBER OF
Pilbara and the Homelands.
RESPONDENTS
Since march 2014, GAc developed a more cost-effective model, strategically accessing • Member Assistance:
external funding available through State and Federal employment/training initiatives. 12
under the new partnership orientated model, employment/training related relationships Since march 2014 there has been 11
have been developed with over 40 companies and organisations including: a 400% increase in members who NOT LOOKING FOR WORK
10
have contacted GAc seeking
employment/training assistance. 9
LOOKING FOR FOR WORK
8
rio tinto compass Group Australia Karijini Eco 7
retreat 6
5
chevron Fortescue metal Group iBn
corporation 4
3
Skill Hire Aboriginal Workforce development Asset 2
management Engineers
1
morris corporation Ashburton Aboriginal corporation cci 0
no LEGAL PrEGnAnt PErSonAL HEALtH

LicEncE rEASonS or cArEr
cHiLdrEn
BArriErS to WorK idEntiFiEd in tHE HEdLAnd EmPLoymEnt

SurVEy
2013-14 Key Results
Human Resources • Internal Training: PErcEntAGE oF trAditionAL oWnEr
� +
EmPLoyEES
Overview
An online training module was made available to all GAc staff
that offers over 1800 short courses (e.g. Excel, management,
�
Public relations, and Leadership). the module hosts a library of
video tutorials in key business areas with the aim of furthering the
8%
education, personal development and upskilling of employees.
GAC is an organisation that takes immense pride in supporting our dedicated and
diverse workforce. The GAC human resources team is responsible for recruitment and • Enterprise Resource Performance (ERP) Scoping:
initiatives to maximise GGF employee capital (e.g. performance appraisal; contracts;
the human resource team provided valuable input into the ErP
training/employee support). In attracting and retaining the best people through a scoping exercise, and in particular the human resources “Honey”
positive workplace culture, GAC is able to provide a better service to the Traditional module. 92%
Owner membership.
2013-14 Human Resources Policies
2013-14 Significant Changes during 2013-14 GAc promoted a positive work environment through
the following Human resource policies:
In 2013-14, the human resources team was involved in the following organisational
changes: • occupational Health and Safety Policy
2012-13
• Perth & tom Price office integration: As the 2013-14 Financial year commenced, both tom Price and Perth • Equal opportunity and Anti-discrimination Policy
��
were administration processing offices. An internal review concluded that there would be operational and • cultural Awareness Policy
strategic efficiencies for transferring tom Price operations to the more cost-effective Perth location. the
human resources team helped with this integration. • Workplace Bullying Policy 22%
• the “Aboriginalisation” of Gumala: in october 2013, GAc commenced the Aboriginalisation of Gumala, and • Employee training & development Policy
by June 2014, 13 traditional owners were employed by GAc. the human resources team worked closely • drug and Alcohol Policy
with the new employment & training team to provide support the traditional owner staff. the human
resources team is also a key stakeholder in the new traditional owner capacity Building Strategy. GAC Employee Benefits
78%
• consolidation with GEPL Human resources: in 2013-14, under a formal service agreement the GEPL Working in a complex and dynamic environment like GAc can
human resource requirements were outsourced to the GAc human resources team. the consolidation has be challenging, but immensely rewarding. GAc offers a range of
resulted in efficiencies being realised. employee benefits and support initiatives.
�+�
FEmALE 63% mALE 37% Employee Assistance Program (EAP):
PERCENTAGE OF
GAC WORKFORCE GAc places a high value on maintaining a healthy and safe working
environment for all its employees and it recognises its duty of care
extends to mental health as well as physical health at work. GAc’s
30 2013-14
Employee Assistance Program (EAP) is a confidential and professional
counselling service that enables employees to resolve work and
personal issues that may affect their wellbeing and productivity by
offering independent and confidential advice. trAditionAL oWnEr EmPLoyEE
25
the Program is designed to support GAc employees (and their
immediate family members) throughout their working lives, especially otHEr EmPLoyEE
20 during times of stress and/or hardship. Assistance includes coping
with change; marital and family problems; alcohol and substance
abuse; anxiety and depression; and grief and loss.
15 GEndEr SPLit At 30 JunE
Salary Packaging:
GAc, as a Public Benevolent institution (PBi), offers all employees a
10 salary packaging option. Salary Packaging is a way for employees
to purchase a variety of goods and services, and pay bills (including
GAC Staff Turnover mortgages or rent), using tax-free dollars. the end result is an increase
in take-home pay.
5 • 34 in 2013-14
• 31 in 2012-13 Salary Packaging is a fringe benefit that is accessible to employees
who work for an organisation approved by the Australian taxation
A contribution to the GAc staff turnover rate in 2013-14 was office (Ato) as a PBi. Salary Packaging is a staff attraction and
0 retention strategy to help maintain a consistent and motivated
employment contracts not being renewed as part of a wider
strategy to achieve operational efficiencies. For example, workforce.
undEr 20-29 30-39 40-49 50+ operational efficiencies resulted in staff turn-over in the
20 GAc call centre and the tom Price office.
EmPLoyEE AGE diStriBution At 30 JunE 2014
Finance Overview Governance Policies/Procedures:
new Privacy and confidentiality policies were developed during the financial year. A
robust system has been implemented for identifying/managing possible related Party
transactions. the GGF complaints policies/procedures was further refined.
GAC has continued to evolve its financial capabilities to “future proof”
the organisation. GGF Risk Matrix:
2013-14 Significant Changes A comprehensive GGF risk matrix was developed and approved by the GAc Board of
directors.
Establishment of a GGF wide Finance Department:
Member Assistance Applications:
in 2013-14 under a formal service agreement the GAc finance team managed GEPL
finance requirements, with plans to manage GiPL’s financial requirements in 2014/15. the mSt and the Governance team work closely together to ensure that the process of
managing special consideration/hardship applications was compliant with the GGF trust
2013-14 Key Results deed, the GAc rule Book and the cAtSi Act. the GAc member assistance process was
reviewed by the regulator (oric) who endorsed the process.
Enterprise Resource Planning (ERP):
Progress on obtaining Gumala Tenure for the Juna Downs and Rocklea
A primary objective of the ErP system is to create more efficient and effective finance Pastoral Leases:
related processes. the finance department was heavily involved in the scoping of the ErP
which will be implemented in 2014-15. As part of the yLuA signed in 1997, rio tinto agreed to work with GAc to obtain the
approval of the State Government to excise land at Juna downs and rocklea held by rio
Finance Cost Savings: tinto as a Pastoral Lease. For a myriad of reasons, the rio tinto Pastoral Lease land has
never been excised to GAc as freehold in accordance with the yLuA. the 2013 chaney
cost savings achieved by consolidating the GAc-GEPL finance capabilities. Lennon report strongly recommended that this land tenure issue become a priority for
both GAc and rio tinto. in 2013-14, the GAc governance team facilitated a discussion
with all key stakeholders (e.g. rio tinto, yamatji marlpa Aboriginal corporation and
yindjibarndi Aboriginal corporation) on the path forward for GAc obtaining land tenure.
GAC Board Level Committees

Governance Overview the GAc governance team manages all GAc Board level committees. Each committee is
responsible for considering referred recommendations (e.g. about programs, guidelines
and policies) and the committees after review have the delegation to submit a formal
recommendation to the GAc Board.
Indigenous corporate governance is a relatively new and rapidly
evolving space. GAC is an Australian leader in developing new and Office Bearers Committee
robust governance capabilities for Aboriginal Corporations . GAC’s
corporate governance capabilities must be aligned with the values of Handles all matters relating to urgent/time sensitive business referred by the chairman
Traditional Owner and their resource distribution preferences. GAC’s or cEo. referred matters are considered to be of such importance that they need to be
governance team manages GAC and GEPL and ensures that the GGF handled before the next scheduled GAc Board meeting
and related entities fulfil all regulatory and legal requirements. The
Audit & Risk Committee
GAC governance team is also responsible for developing transparent
processes and effective organisational policies. oversees GAc’s financial and governance risks, and internal control framework so as to
ensure that the corporation:
2013-14 Significant Changes • Sustains effective and efficient operations;
• maintains the integrity of financial and non-financial information;
Establishment of a GGF wide Governance Secretariat Service:
• Protects its assets; and
in 2013-14, under a formal service agreement the GAc Governance team provided a • complies with applicable laws, standards, policies and procedures, contracts and
governance secretariat service to GEPL. By June 2014 the GAc governance team was best practice including the fulfilment of its external accountability responsibilities.
beginning the process of managing GiPL Board of directors requirements.
Member Services Committee
2013-14 Key Results
Ensure that GAc meets the needs of its members through the provision of programs
Governance Cost Savings: and services that relieve poverty, sickness, suffering, destitution, misfortune and
homelessness.
cost savings have been achieved via the GAc governance team coordinating Board and
committee meetings to occur on the same day thus reducing travel/accommodation Education & Training Committee
costs.
Provides advice on matters relating to the education and training of Gumala members
Improved Governance Synergies: and their children.
the integrated corporate Services model has increased synergies between GAc-GEPL. Lore & Culture Committee
the model is planned to be incorporated into GiPL during the 2014/15 Financial year.
responsible for providing advice to GAc management on matters relating to Lore &
Information Technology &
GAC Board Level Committees (continued)
Facilities Overview
The information technology (IT) and facilities team is responsible for
culture. the committee also has the mandate to act as a dispute resolution body for
matters referred by the GAc Board or by GAc management. managing IT Infrastructure and Technology requirements, and for
managing the key GAC facilities (e.g. building maintenance, vehicle
Health Services Committee fleet, service contracts).
Enterprise Resource Planning
Provides advice on matters relating to the health and wellbeing of Gumala members and 2013-14 Significant Changes (ERP) Scoping
their dependents, including the Homeland communities. the committee has adopted
the national Aboriginal community controlled Health organisation’s Guiding Principles • Scoping for new customised Enterprise resource Planning (ErP) System completed
in 2013-14, GAc led the GGF-wide
and subsequently approved. the deployment commenced in early 2014 and the
scoping exercise by examining the
Homelands Committee ErP system is expected to be in completed 2014-15.
requirements for implementing an
• Further capabilities (e.g. Fax and SmS) for the award winning Gumala information ErP system.
Assists the traditional owners in the acquisition and development of Homeland
communities. the activities of the committee relate specifically to the Bardulnah (5 mile), System (GiS) deployed
the scoping exercise concluded
the Windell Block; Wakuthuni, Bellary Springs, youngaleena, ngumeegu (West side), that a new GGF ErP system would
Wirrilimarra and Bidiltha. • Perth/tom Price inter-office network upgrade completed
result in better integration of the
• GGF adopts a hosted it model as part of the ErP project GGF and related entities and would
Partnerships Committee realise synergies internal to each
• installation of a video conferencing system individual entity, but also inter-
Provides advice on matters relating to increasing the sustainability of the GGF through entity synergies.
the development of effective partnerships. developing effective partnerships will • integration of GAc and GEPL it network
decrease reliance on GGF Funding without compromising the provision of GAc services. Furthermore, business processes
the Partnerships committee is responsible for: • the tom Price office received a significant internet upgrade. would be automated and
• identifying opportunities for partnership, fundraising and stakeholder engagement streamlined, resulting in more
with philanthropy, industry and government; 2013-14 Performance efficient and cost effective activities.
the ErP implementation will also
• Providing strategic advice for the development of partnership-related cases for
support.
Asset Management: result in centralised training and
support, as well as greatly simplified
Effective management of GAc tom Price properties and vehicle fleet. consolidated financial reporting.
Remuneration & Human Resources Committee
the remuneration & Human resources committee is responsible for reviewing and
Data Management: the ErP scope of works was
approved by GGF related entities,
approving: development of a paperless records management system (as part of the ErP system) and the GGF then partnered
• contract terms and remuneration arrangements for the cEo; with intergen to implement an
• the remuneration arrangements (including fees, travel and other entitlements) for GGF Cost savings: ErP system customised for GGF
requirements.
the GAc chairperson and the GAc Board of directors. improved GiS capabilities have streamlined member Service Program administration;
Video conferencing system has reduced travel costs; ErP System has realised inter- the core solution utilises a Shared
the remuneration & Human resources committee also ensures:
entity synergies microsoft dynamics platform that
• the GAc’s remuneration structures is fair, aligned with the long-term interests of the has been seamlessly integrated with
corporation, and sufficient to attract and retain skilled managers/staff ; Disaster Recovery: the Gumala information System
• the Board and management have available to them sufficient information and (GiS). the full ErP system leverages
independent advice to facilitate informed decision making regarding remuneration. the implementation of hosted servers has strengthened disaster recovery initiatives Sharepoint, and will also include a Hr
& payroll component (Honey), a core
Conduct & Ethics Committee financials component and a project
financial management module.
the aim of the conduct & Ethics committee is to ensure complaints or allegations
involving a Gumala member, the GAc Board of directors, the cEo, or GAc management is under the ErP system many
fairly and effectively addressed. GGF processes are able to be
automated for the first time. the
it is the responsibility of this committee to consider, assess, make enquiries, investigate or ErP system will “future proof” the
refer the complaint to an alternative dispute resolution body. GGF through improved and more
efficient business processes, and is
transformational for the Foundation.
the ErP implementation will mark a
significant stage in the organisation’s
maturation.
Communications
Welcome to country presentation by
Senior Banyjima Elder maitland Parker.
Other notable Gumala Radio
& Public Relations

Community Broadcasting
Events:
Overview
• Gnarda media official Launch
featuring mary G
• muzzy’s 5th Annual community

Fundraiser
• Shire of Ashburton Welcome to

The Gumala Membership is primarily Pilbara-based. In recent years town Event
GAC has developed an effective communication strategy that has From toP: GumALA
• nAidoc Week
increased the effectiveness of Member benefit initiatives. In a socially HELd A nAidoc WEEK
complex and political environment, there is scope for members to • 3A Early Learning centre openings EVEnt in tom PricE.
be misinformed about the GGF from unofficial sources. An effective WAKutHuni mEdiA
communication strategy mitigates the risks associated with misleading Political Activism cLuB KidS.
and/or incorrect information. It is also important that GAC is able to
celebrate Gumala success stories with the wider membership. in october 2013 GAc cEo Steve
mav publically advocated for a cHriStinE Anu WAS
bipartisan approach from the Federal intErViEWEd By
2013-14 Significant Changes
Government/opposition for Aboriginal GumALA rAdio, AS
• the communications and Public relations (Pr) team acquired the capability to send corporation taxation legislation. WAS SHAnnon noLL.
SmS messages to the membership.
http://www.gumala.com.au/assets/ rAdio BroAdcAStEr
Corporate Communication Highlights gumala-boss-welcomes-planned-
national-conversation-to-bring-an-end- tAdAm LocKyEr
to-poverty-national-indigenous-times. inVErViEWS
• Promotion of 3A project: the success story of GAc’s involvement in the 3A
program was recognised by local, state and national news outlets. pdf indiGEnouS
cELEBrity cHEF mArK
• GAc was a key voice in the national conversation on key indigenous topics (e.g. Awards for GAC oLiVE At tHE KAriJini
future tax arrangements for indigenous Australians) Eco rEtrEAt.
Bronze medal awarded for the 2012-13
• Promotion of nAidoc Week celebrations Annual report by the ArA (Australasian
reporting Awards).
• Promotion of the nameless Festival
oric recognised GAc as Australia’s
Gumala Radio second largest Aboriginal corporation,
and the largest in WA.
Tom Price 106.5 fm
Paraburdoo 102.9 fm
wakuthuni 104.9 fm
youngaleena 102.1 fm
Bellary Springs 101.7 fm
Roebourne 102.9 fm
Onslow 102.7 fm
Live online streaming: www.gumala.com.au/gumalaradio

Gumala’s indigenous broadcasting network 6Gum hosted many special guests this year
including christine Anu, Shannon noll, the Wolfe Brothers (home-grown indigenous
band), the mcclymonts and Glenn Skuthorpe.
Gumala radio promoted the “Experience Karijini” Event by interviewing indigenous

celebrity chef mark olive. As part of the “Experience Karijini” promotion, Gumala radio
also recorded the WA Symphony orchestra playing in the Karijini Gorges and a special
External Partnership
Capabilities
GAC wOuLD LIKE TO THAnK ALL OF OuR KEy PARTnERS:
Calibre Indigenous Land Corporation The Eco Company

(ILC)
Site operator for the GEPL yandicoogina the Eco company (a fully owned
mine operations GAc received funding assistance for the subsidiary of the Hospitality company)
The YLUA income is the primary source of funding for GAC. The 2013 Key Partner: Rio Tinto manager of Karijini Eco-retreat
Chaney Lennon Report highlighted that under conditions of decreasing youngaleena community centre project
rio tinto iron ore owns both Compass Group
compensation funds and a growing Gumala membership, external western Australian Department
partnership funding is the most promising pathway for the GGF to of the Hamersley iron entities Integen
(Hamersley iron Pty Ltd and the compass Group is an ESS Gumala of Environment and
achieve sustainable empowerment outcomes for Gumala Traditional Joint Venture partner with GEPL. ESS ErP implementation Project Partner
Owners. Furthermore, poverty alleviation and social empowerment
Hamersley iron – yandi Pty Ltd)
Gumala is a leading catering and support
Conservation (DEC)
that were signatories to the yLuA.
initiatives will be most effective when administered through a strong services company operating in the Pilbara Iquest manager of Karijini national Park (which
and robust partnership network. therefore, rio tinto is a party to is located on Gumala’s traditional owners’
the yLuA. the Gumala-rio tinto Department of Education Key external partner for GGF information land). GAc and GEPL worked closely with
relationship is more than just a western Australia technology systems dEc on issues related to Karijini Eco-
External Funding Land use Agreement funding retreat.
arrangement. rio tinto has been GAc has signed Education agreements Many Rivers
During 2013-14 GAC received $1,687,566 from external partners. an active partner in working with with the department of Education western Australian Football
the GGF to alleviate poverty and Provided business development support,
Department of Education, mentoring and workshops for Gumala Commission
generate wealth for traditional
owners. rio tinto contributions in Employment & workplace members
FunDInG PARTnER AMOunT RECEIVED In 2013-14 donated football paraphernalia
2013-14 include: Relations (DEEwR) to youngaleena and Wakuthuni
Murray River north communities
Community Development • rio tinto was a co- Provided funding to support 3A Early
contributor to the third Provided a modular accommodation
royalties for region $987,686 childhood Education learning centres
solution for employee accommodation at western Australian waste
review of the yandi Land use
Agreement (2013 chaney Karijini Eco-retreat Authority
university of melbourne $78,334 Parental and Community
Lennon report). GAc would
like to thank Lauren Heinrizt
Engagement (PaCE) Program nEC Provided funding support for the
indigenous Land corporation $79,800 Provided funding to support 3A Early youngaleena community centre
from rio tinto for her
childhood Education learning centres Key Partner for managing Gumala
Education contribution in organising
member consultations for information Systems (GiS) which is GAc’s west Pilbara Communities for
this review. FRRR (Foundation for Rural and customer relationship management Children
West Pilbara communities for children $50,000
Regional Renewal) GAc received (crm) Software
department of Education, Employment & Workplace relations (dEEWr) • rio tinto and GAc both funding assistance for the youngaleena Provided funding support for the 3A Early
$55,035 participate in the monitoring community Playground Pilbara Aboriginal Contractors childhood project
& Liaison committee. Association (PACA)
Parental and community Engagement (PacE) Program $142,991 HealtHabitat university of Melbourne
• rio tinto provided “Work Provided business development support,
Rangers ready” and “Work Start” Housing for Health partner mentoring and workshops for Gumala Gumala’s 3A Early childhood centre came
employment and training members to fruition as a result of the partnership
rangelands nrm $60,000 opportunities for Gumala IBn Corporation between GAc and the university
members. Rangelands nRM of melbourne’s Graduate School of
Gumala Radio the majority of GAc members are also Education.
• rio tinto provided access members of iBn corporation. GAc GAc received funding assistance for the
community Broadcasting Foundation $5,460 for traditional owners worked closely with iBn to maximise Gumala ranger Project the university of melbourne continues
to undertake traditional benefits for Beneficiaries of both to provide expert support for GAc to
Other activities (e.g. hunting) on organisations Royalties for Regions – wA State administer the 3A syllabus in Gumala
rio tinto Pastoral Leases. communities.
Government
department of Environment & conservation $9,829 Icon Tourism
• rio tinto worked with Elders GAc received funding assistance for
rio tinto $218,431 on Environmental and External Karijini Eco-retreat Hospitality the Karijini Student Accommodation &
Heritage surveys. consultant Amphitheatre Project
TOTAL $1,687,566
• GAc and rio tinto have Indigenous Business Australia
re-engaged to find a way Shire of Ashburton
Note: The Table about reflects the amount that GAC has allocated to projects on an accrual forward for the Juna downs
(IBA)
accounting basis Gumala shared the lead organiser
and rocklea pastoral leases Provided business development support, responsibilities with the Shire of
to be transferred to GAc, as mentoring and workshops for Gumala Ashburton for the nAidoc Week activities
is specified under the yLuA. members in tom Price
Traditional Owner David Maclean (Banyjima Traditional Owner):
General Counsel
Capacity Building david maclean is a lawyer with over 20 years in practice in general
litigation including in criminal law, family law and commercial and
Strategy Overview governance matters including land access matters and native title
matters. david has worked in sole practice, with the State, with the
Aboriginal Legal Service and with small and mid-tier law firms.
dAVid mAcLEAn
The 2013 Chaney & Lennon Report concluded that any long-term
orientated GGF strategy must incorporate capacity building to advance Ronwyn James (Innawonga Traditional Owner):
the self-determination of the Traditional Owners as envisaged in
the Trust Deed. The Chaney Lennon Report was the impetus for the Heritage Services Manager
Traditional Owner Capacity Building Strategy (TOCBS).
ronwyn James first commenced employment at GAc in 2000 as a
receptionist. ronwyn is the longest serving GAc employee and her
TOCBS Objectives Include: organisational knowledge is highly valued.
• traditional owners having a greater involvement in the strategic direction and day-
to-day operations of Gumala entities After being promoted to a member Solutions Specialist role,
• Effective upskilling of traditional owner staff and the establishment of formal ronwyn participated in the GAc trainee manager Program. on
leadership/career pathways completion of this traineeship ronwyn was promoted to the
Heritage Services manager role. ronwyn has a passion for providing
• For experienced traditional owner staff to mentor new traditional owner staff ronWyn JAmES
high quality service to the GAc membership.
• For external partners to financially contribute to the tocBS
2013-14 Significant Changes: Archie Tucker (Banyjima Traditional Owner & Elder):
Cultural Advisor & Outreach Coordinator for the
new Traditional Owner Employees:
wirrilimarra Community
Six new traditional owners were employed by GAc
Senior Elder uncle Archie tucker is a former GAc chairman. Some
Aboriginalisation of Tom Price Office:
GAc operational decisions must be based upon traditional owner
the majority of tom Price staff are traditional owners (9 traditional owners out of 16 tom Elder advice and permission.
Price Staff )
uncle Archie is able to provide cultural advice on operational
ArcHiE tucKEr -
GGF TOCBS Synergies: BAnyJimA ELdEr
matters to all GAc staff.
• Synergies developed between the human resource team and the employment &
training team to maximise support for traditional owner GAc staff
• development of tocBS Statement of Principles: GAc has developed a tocBS

Statement of Principles based upon significant traditional owner feedback. Stephen Peterson (nyiyaparli Traditional):
Field Services Manager
Stephen is a former GAc chairman and an experience Land use

Agreement negotiator. Stephen holds certificate iV in Business
(Governance) from the office of the registrar of indigenous
corporations (oric).
StEPHEn PEtErSon
2013 The Yandi Land Use Agreement KEy rEcommEndAtionS StAtuS
Review (Chaney-Lennon Report) RECOMMENDATION 6:

That consideration be given to what other
administrative functions could be delivered across the
under the newly implemented integrated
corporate Service model, GAc supports
GEPL requirements for Governance,
Gumala entities by one of them and that the test to be Human resources, information
the yandi Land use Agreement (yLuA) review is undertaken by independent consultants who are supported by GAc and rio
applied in making decisions on this recommendation technology & Facilities
tinto. the purpose of the yLuA review is to identify significant yLuA operational issues and to propose recommendations for and recommendations 4 and 5 be whether the
improvement. the yLuA review recommendations offer an opportunity to develop a GGF structure that will better serve the proposed changes would reduce the overall
membership. the yLuA review is scheduled to be undertaken once every five years and has previously been conducted in administrative cost of Gumala.
2004 and 2008.
the cEos office has been abolished and
The 2013 Chaney Lennon Report RECOMMENDATION 7: the majority of administrative functions
the third yLuA review was conducted by the Honorary Fred chaney and the Honorary Paul Lennon, who were the consultants for the 2008 That the Administrative structure of GAC be have been outsourced to other GAc/GiPL
yLuA review. the two distinguished reviewers conducted consultations with Gumala members in Geraldton, Broome, South Hedland, streamlined by through the abolition of the CEO office business units. As per the 2013 Ernst &
Perth, tom Price, roebourne, onslow and Karratha. Key GAc, GEPL, GiPL and rio tinto staff members were also interviewed. on the 10th division young independent review the GAc cEo
october, 2013, the 2013 yandi Land use Agreement review was presented to the monitoring & Liaison committee. role has been merged with the GEPL md
role. the GAc cEo/GEPL md division
InDEPEnDEnT REVIEw RECOMMEnDATIOnS focuses on delivering high level strategies
designed to empower traditional owners.
rEcommEndAtion ActionEd or in ProcESS oF BEinG ActionEd
BEinG conSidErEd RECOMMENDATION 8: the legality of this option is being
reviewed. if due diligence concludes this
not currEntLy BEinG conSidErEd That GAC investigate becoming under the auspices of is a legal possibility, further due diligence
ASIC instead of ORIC with be undertaken.
KEy rEcommEndAtionS StAtuS
RECOMMENDATION 1: RECOMMENDATION 9:
That in conjunction with other stakeholders as far as An Employment, Education & Housing the annual GAc and GiPL consultations
That the annual consultation by GIPL should by will be co-ordinated. the governance
possible a series of baseline data be gathered against survey was administered at the Hedland agreement with GAC be conducted in conjunction with
which progress in delivering on the objectives of the Special Beneficiary meeting held in June team has commenced the process
one of the consultations required of GAC. Consideration of developing effective member
Trust Deed the General Gumala Foundation can be 2014 should also be given to reducing the number of
measured. communication and feedback protocols.
consultations each year required to be undertaken by
GAC from three to two. The two entities develop agreed
protocols for effective consultation with the Members
RECOMMENDATION 2: so as to ensure that Members have an opportunity
the Joint investments committee meet to get feedback about the affairs of the GFF and to
That the Boards of GAC and GIPL have a ½ day joint
on 4 occasions during 2014-15 enable members raise matters of concern for action and
bi-monthly meeting to progress the key strategic
issues facing the GGF, including financial sustainability, resolution.
capacity building and major capital works.
RECOMMENDATION 10:
RECOMMENDATION 3: That future reviews under Clause 7.14 of the YLUA be the 2018 GiPL led review of the trust
in 2014-15 the General management coordinated with Reviews by the Trustee under clause deed will be co-ordinated to work closely
That a GGF leadership team be set up. The team must with the reviews of the yLuA.
include the GAC CEO, the GIPL EO together with the team consisting of the GAc-GEPL-GiPL 33 of the Trust deed and conducted as single review with
senior managers from both organisations. This group Leadership team meets once every 2 a single consultation with members. Alternatively, if
is to meet regularly and will be principally responsible weeks this is not possible, the review under clause 7.14 of the
with implementing the strategic directions set by the YLUA should be strictly confined to the operation of that
joint GAC/GIPL meetings. agreement rather than matters internal to Gumala and
the operations of the Gumala entities.
RECOMMENDATION 4:
RECOMMENDATION 11:
That consideration be given to transferring GAC’s high GAc transferred high level compliance
and governance functions to GiPL in The funds available for benefits should be split 50/50 the legality of this option is being
level compliance and governance functions to GIPL and
november 2014 after GiPL appointed between an as of right category and a category which reviewed. if due diligence concludes this
if this occurs that the GIPL Executive Officer position
an Executive manager for Governance & permits ongoing payments for special circumstances but is a legal possibility, further due diligence
be re-scoped to include high-level compliance and
compliance which gives emphasis on long term projects aimed at with be undertaken.
governance oversight within the GGF, including the
reporting requirements to external organisations. lifting members out of poverty. The ‘as of right’ category
should be placed in each member’s entitlement account
at the start of each year and if not expended in that year
RECOMMENDATION 5: be accrued in favour of that member.
That consideration is given to integrating together all GAc transferred high level finance
the high-level finance management functions of GIPL management to GiPL in october 2014
and GAC. If this occurs in our opinion this function
RECOMMENDATION 12:
after GiPL appointed a chief investments
is best located within GIPL who will then have clear and Finance officer That a private ruling be obtained from the Australian GAc will be requesting a private Ato
responsibility for oversight of the high-level finance Tax Office to seeking protect tax-free status of the ruling
and budget strategies of the GGF. benefit entitlements of members before the introduction
of Recommendation 11.
StAtuS KEy rEcommEndAtionS StAtuS
KEy rEcommEndAtionS
RECOMMENDATION 13: GAc will be investigating whether

members’ centrelink payments would be RECOMMENDATION 20:
That discussions be held with Centrelink to ensure that affected by a cash payment.
payments administered by them are not affected by the That the GIPL Board director terms be staggered and in the future, GiPL Board director terms may
proposed benefit category changes that the constitution of GIPL be amended to clarify be staggered.
the issues relating to the method of appointing both
language group and independent directors and the
terms for which they are appointed.
RECOMMENDATION 14:
That the GAC Board place a limit on the financial level the cEo in 2014-15 has limited Special
of benefit approved through CEO discretion before it consideration Approvals RECOMMENDATION 21:
has to be ratified by the Officers in advance. Further, Since october 2013 GAc has employed
That the Gumala entities should include in their traditional owner staff in the role of
that a limit be placed on the total amount of the
common strategic plan a timetable for the appointment General counsel, Heritage Services manager
discretion that can be exercised.
of Members to at least one senior manager and three and Field Services manager. under the
manager positions within the Foundation; and A tocBS other traditional owner Staff are
targeted program for developing young Members so receiving on-the-job career development
RECOMMENDATION 15: A GGF Joint Strategic Plan 2014-2019 has that they can assume positions of responsibility within opportunities.
been developed and approved by the GAc the Gumala entities; and a program ensuring that there
We restate our 2009 recommendation that there and GiPL Boards are training opportunities for Members within the
be a single strategic plan for Gumala and further
wider job market.
recommend that a timetable be established by the
Boards of GAC and GIPL to develop a draft strategic
plan for consideration by the members. An indicative
timetable could be: draft prepared within 8 months; RECOMMENDATION 22:
circulated among the Members for 4 months (during That GEPL should continue to be operated as a in 2013-14 GEPL was incorporated into
which time there are opportunities for consultation business run by experienced management with the the traditional owner capacity Building
and discussion among members); submission for primary objective being to operate profitably and to Strategy. the GAc Employment/training
consideration; amendment if required; adoption by the return dividends to the Foundation. Consistent with team has been providing support to GEPL
membership at the end of 12 months. that primary objective it should provide training for traditional owner employees.
Members which can lead to employment opportunities
in GEPL and elsewhere and the Foundation should
RECOMMENDATION 16: continue to provide the cost of training as part of its
GAc and GiPL are examining options for training and employment function.
That GAC and GIPL in consultation with the Traditional aligning the GAc membership and GiPL
Owners endeavour to achieve appropriate common traditional owner Beneficiary processes.
membership rules, which are consistent with
entitlement to benefit under the Trust RECOMMENDATION 23: GAc conducted a skills and capability
audit at the Hedland Special Beneficiaries
That GAC conduct a skills and capabilities audit of meeting held on the 21st June 2014.
members to assist in providing employment and the new Employment & training team
pathways to employment opportunities for them. has continued to collect data and had
RECOMMENDATION 17:
developed an Employment/training
That the Gumala entities explore with a professional the GGF is exploring the professional
database.
trustee or a number of professional trustees whether trustee option.
the administrative costs of the Foundation could be
reduced by the use of a professional trustee for some RECOMMENDATION 24:
or all of the trustee functions under the Trust and the GAc has adopted a funding partnership
role and function of a Traditional Owner advisory That a strategic plan be developed by GAC with clear
objectives and timelines to leverage funds from both strategy and is diversifying income sources.
committee should a professional trustee be appointed in 2013015 GAc increased funding from
government and non-government organisations for the
social and economic development of the beneficiaries external partnerships by 215.6%.
in accordance with the objectives of the Trust Deed
RECOMMENDATION 18:
The boards of GAC and GIPL and the general meeting the GGF will be providing assistance to
of members should direct the provision of support traditional owner directors through the
indigenous Leadership & Governance RECOMMENDATION 25:
and assistance to Directors in order that they are
empowered to meet their governance responsibilities. Foundation Program That GAC should obtain the views of members as to member feedback was requested at
whether it should seek a renegotiation of the YLUA to the october 2013 Special Beneficiaries
bring it into conformity with more recently negotiated meeting. member did not express a strong
agreements including provision of a discretionary preference on this recommendation
RECOMMENDATION 19: trust which allows for cash payments and the use of a
there are no plans to reinstate the professional trustee.
That the Advisory Trustee not be reinstated Advisory trustee
Footnote: Please note that Chaney Lennon Reports Recommendations 4,5 and 14 were addressed in 2014-15 rather than 2013-14


ICN 2744 l ABN 93 807 596 843
Year Ended 30 June 2014


ABN 93 807 596 843
Financial Statements
For the year ended 30 June 2014
Contents Page
 Directors’ Report 3
125-132
 Auditor’s Independence Declaration 11 133
 Consolidated Statement of Comprehensive Income 12 134
 Consolidated Statement of Financial Position 13 135

 Consolidated Statement of Changes in Equity 14 136
 Consolidated Statement of Cash Flows 16 137
 Notes to the Financial Statements 138-163

17
 Directors’ Declaration 42 164
 Independent Audit Report 165-166

43

122

Gumala Aboriginal Corporation Gumala Aboriginal Corporation

ICN 2744 l ABN 93 807 596 843
ICN 2744 l ABN 93 807 596 843 Year Ended 30 June 2014

Director’s Report
Information GAC Director Summary Information

Our Directors present their report, together with the consolidated financial statements of the Corporation, for the financial year
ended 30 June 2014.
ABN 93 807 596 843
Directors Summary of Director’s Term Summary of Board Attendance

Charles Smith (Chair) Number of Meetings Number of Meetings
Term of Office Position on Board
Stuart Ingie (Snr) (Deputy Chair) Eligible to Attend Attended
Beverley Hubert
May Byrne Banyjima Directors
Karen Tommy
Ken Ingie (Snr) Secretary 6 4
Roy Tommy David MacLean 1 July 13 - 23 Nov 13
(1 July 13 – 23 Nov 13)
Cecil Parker
Lisa Coffin Shane Derschow 1 July 13 - 23 Nov 13 Director 6 4
Brian Tucker Slim Parker 1 July 13 - 23 Nov 13 Director 6 3
Susan Bung
Jahna Cedar Chair 7 7
Charles Smith 23 Nov 13 – 30 June 14
(23 Nov 13 – 30 June 14)
Corporation Secretary Beverley Hubert 23 Nov 13 - 30 June 14 Director 7 6

Roy Tommy May Byrne 23 Nov 13 - 30 June 14 Director 7 7
Karen Tommy 1 July 13 - 30 June 14 Director 13 12
Registered Office
1 Stadium Road Innawonga Directors
Tom Price WA 6751
Tel: 1800 486 252 Nicholas Cook 1 July 13 - 23 Nov 13 Director 6 3
Fax: +61 8 9219 4555 Ken Ingie (Snr) 23 Nov 13 - 30 June 14 Director 7 6
Deputy Chairman 13 9
Stuart Ingie (Snr) 1 July 13 - 30 June 14
Auditors (1 Jul 13 – 30 Jun 14)
Byfields
Director
30 Keymer Street 13 10
Roy Tommy 1 July 13 - 30 June 14 (1 Jul 13 – 23 Nov 13)
Belmont WA 6104 Secretary
Tel: +61 8 6274 6400 (23 Nov 13 – 30 Jun 14)
Fax: +61 8 9475 0596 Cecil Parker 1 July 13 - 30 June 14 Director 13 10
Nyiyaparli Directors
Website
www.gumala.com.au
Chair 6 5
Stephen Peterson 1 July 13 - 23 Nov 13
(1 July 13 – 23 Nov 13)
Natalie Parker 1 July 13 - 23 Nov 13 Director 6 6
Keith Hall 1 July 13 - 23 Nov 13 Director 6 4
Lisa Coffin 23 Nov 13 - 30 June 14 Director 7 4
Brian Tucker 23 Nov 13 - 30 June 14 Director 7 4
Susan Bung 1 July 13 - 30 June 14 Director 13 6
Jahna Cedar 23 Nov 13 - 30 June 14 Director 7 6
Note: In 2013-14 FY there were 13 GAC Board Meetings

124


ICN 2744 l ABN 93 807 596 843 ICN 2744 l ABN 93 807 596 843

Director’s Report Continued
Director’s Report Continued Overview of Consolidated Financial Statements

The entities incorporated in the consolidated financial statements are Gumala Aboriginal Corporation (GAC), Gumala Enterprises
Pty Ltd (GEPL) and, by virtue of the clarified principle arrangement in place, the Gumala Enterprises Trust (GET).
Dates Received
Remuneration Superannuation TOTAL
Name Director Remuneration Operating Results
Received ($) Received ($) ($)
During 2013/14
Commentary on the operating results for Gumala Aboriginal Corporation (GAC) and for the Gumala Enterprises Trust (GET) is
Susan Bung 35,000 3,238 38,238 1 Jul 13 – 30 Jun 14 presented below.
May Byrne 20,192 1,868 22,060 23 Nov 13 – 30 Jun 14
Jahna Cedar 20,192 1,868 22,060 23 Nov 13 – 30 Jun 14 Gumala Aboriginal Corporation (Parent Entity)
Lisa Coffin 20,192 1,868 22,060 23 Nov 13 – 30 Jun 14 Operating Surplus
Nicholas Cook 14,135 1,307 15,442 1 Jul 13 – 23 Nov 13 The operating surplus for the 2013-14 FY was $1,699,289.
Shane Derschow 14,808 1,370 16,177 1 Jul 13 – 23 Nov 13

2013/14 2012/13
Keith Hall 14,135 1,365 15,500 1 Jul 13 – 23 Nov 13
Funding from General Gumala Foundation $27,057,101 $19,071,685
Beverley Hubert 20,192 1,868 22,060 1 Jul 13 – 30 Jun 14 Other Income $2,022,646 $4,826,020
Profit Distribution from Subsidiary $1,987,033 -
Ken Ingie (Snr) 20,192 1,923 22,116 23 Nov 13 – 30 Jun 14
GGF Funded Member Benefits ($19,578,028) ($9,617,167)
Stuart Ingie (Snr) 44,450 4,112 48,562 1 Jul 13 – 30 Jun 14 GGF Funded Administration Costs ($6,947,025) ($7,963,557)
Depreciation Expense ($661,888) ($630,229)
David Maclean 28,135 2,602 30,737 1 Jul 13 – 23 Nov 13 Other Funded Member Benefits ($1,774,500) ($345,240)
Other Funded Administration Costs ($406,050) ($502,855)
Cecil Parker 35,000 3,238 38,238 1 Jul 13 – 30 Jun 14
$1,699,289 $4,838,657
Natalie Parker 15,688 1,456 17,144 1 Jul 13 – 23 Nov 13
Slim Parker 14,808 2,110 16,917 1 Jul 13 – 23 Nov 13 Key GAC Highlights
Stephen Peterson 28,135 2,602 30,737 1 Jul 13 – 23 Nov 13 $21,352,528 of direct benefits was distributed to the Traditional Owners by GAC. The majority of direct Traditional Owner benefits
were sourced from GGF Funds. The 1287 Traditional Owners listed on the Traditional Owner Register and 1045 registered
Charles Smith 38,366 3,549 41,914 23 Nov 13 – 30 Jun 14 students were eligible to access General Gumala Foundation Funds.
Karen Tommy 35,000 3,238 38,238 1 Jul 13 – 30 Jun 14 As at 30th June 2014, a record thirteen Traditional Owners held permanent positions at GAC and GET under the TOCBS, and there
were eight more Traditional Owner permanent employees when compared to 30th June 2013. During the financial year 48
Roy Tommy 53,173 4,919 58,092 1 Jul 13 – 30 Jun 14 Traditional Owners also undertook GAC/GET funded casual employment.
Brian Tucker 28,192 1,370 29,562 23 Nov 13 – 30 Jun 14 The Traditional Owner Capacity Building Strategy (TOCBS) was implemented after the employment of new Traditional Owners staff
in October 2013. The objective of the TOCBS is to empower and up-skill Traditional Owners through employment opportunities,
TOTAL 499,986 45,869 545,855 and to increase Traditional Owner involvement in the strategic direction and day-to-day operations of Gumala entities. Expenditure
on the TOCBS amounted to $2,071,901 during the financial year.
Note 1: GAC Directors were not paid any additional performance bonuses or provided with any other incentives.
A scoping exercise was undertaken to examine the benefits of upgrading the GGF Information Technology system. The scoping
Note 2: The table refers to actual remuneration received. It does not include costs incurred by GAC for travel related expenses.
exercise concluded that the GGF would improve business practices and reduce

126


ICN 2744 l ABN 93 807 596 843

ICN 2744 l ABN 93 807 596 843

administration costs by investing in an Enterprise Resource Planning (ERP) system. In 2013-14 FY the GGF partnered with Director’s Report Continued
Intergen to design and implement a new ERP system. The ERP roll out commenced on the 1st September 2014 and the
GEPL employed 7 Gumala Traditional Owners who were supported by GAC under the TOCBS, including 5 Traditional Owners who
integration will continue during 2014-15 FY.
undertook traineeships through GEPL.
GAC distributed $1,962,173 for the purpose of improving infrastructure/capital works at Gumala Homelands and Gumala
communities, upgrading Lore Camp infrastructure, and building additional bough sheds.
Significant Changes in State of Affairs
GAC continued to lay the foundations for transformational and intergenerational social/economic change through Education IUC
Over $1m in management cost savings were achieved by the abolition of management positions at GAC (Chief Financial Officer
distributions. GAC administered the 3A Early Childhood Education curriculum to Gumala Communities in partnership with the and Chief Operating Officer) and GEPL (Chief Operating Officer – Commercial, General Manager – Contracting Services, and
University of Melbourne. GAC opened new 3A centers at Youngaleena, Paraburdoo and Karratha for Gumala students. GAC’s Operations Manager).
financial contribution was supplemented by a Federal Government co-funding agreement. In addition, GAC distributed $2,304,143
Under the TOCBS, Traditional Owners have been employed in management and leadership roles. The key roles being
to Traditional Owner students through the Education Members Programs.
undertaken by Traditional Owners staff include: Field Services Manager, Special Advisor for Indigenous Affairs to the GEPL
As per the Yandi Land Use Agreement (YLUA), GAC funded the independent YLUA Review undertaken by the Hon. Fred Chaney Managing Director, Support Manager to the GAC CEO/GEPL MD, Heritage Services Manager and Ranger Coordinator.
and Hon. Paul Lennon. GAC funded $204,320 which included Traditional Owner consultation sessions in eight locations throughout
A new Enterprise Resource Planning (ERP) System is being rolled out across the three Gumala entities. While GAC, GEPL and
Western Australia.
GIPL will use the ERP system independently, all ERP functions and data will be easily integrated and reconciled. The ERP system
GAC secured $1,687,566 in external funding payments from partner organisations. This represented a 116% increase from 2012- will fully integrate the existing Gumala Information System (GIS), a custom-built, fundamental technology and the cornerstone of
13 FY when GAC received $534,800 from external partners. the Member Services Team in their interactions with the Membership. The new system will see improved operational efficiencies
and synergies across the groups.
For the first time in GGF history GAC received a cash distribution from GEPL (profit distribution) that was used for direct member
benefits. The GEPL cash distribution funded the purchase of vehicles for Pilbara based Elders. GAC has successfully expanded the 3A Early Childhood curriculum to Youngaleena, Paraburdoo and Karratha. GAC is also
preparing for administering the 3A curriculum to Onslow and South Hedland residents.
GAC administered $2,058,673 in major capital works for the iconic GEPL operated tourism business Karijini Eco Retreat. The
landmark capital works project included a cultural amphitheatre, tailor made student accommodation and specialist staff quarters.
GAC was ranked by ORIC as the second largest Aboriginal Corporation in Australia in 2013-14.
1 Principal Activities
GAC demonstrated exemplary governance by meeting all ORIC and CATSI Act reporting requirements on time with full compliance. GAC: Developing and undertaking programs and projects designed to alleviate poverty and hardship and empower Traditional
Owners to achieve economic and social development.
Gumala Enterprises Trust (GET) GEPL: Mine contracting services, bulk earthworks, tourism services, project management and logistics to achieve financial and
social benefits for the Traditional Owners.
The GET net profit for the 2013-14 FY was $3,974,063 (2012-13: $3,479,539). It is pertinent to note, however, that $2,068,673 of
the GET net profit relates to distributions received from joint venture arrangements.
Other Items
Key GET Highlights
After Balance Date Events
In July 2013 Gumala Contracting entered into a Yandicoogina mine servicing contract with Rio Tinto for over $12m.
The three year funding arrangement between GIPL and GAC expired on the 30th June 2014 (also see Note 22).
GEPL as a 40% joint venture partner received more than $2m in profit distributions from ESS Gumala.
In August 2014, GAC received a cash distribution of $639,198 from GEPL that was associated with the financial year ended 30
Independent consultants Ernst & Young completed an extensive review of GEPL. The Independent Review recommended the
June 2014.
strategic and operational alignment of GEPL with GAC. To ensure this alignment the GAC CEO has undertaken the GEPL MD
role. The GAC CEO/GEPL MD has become actively involved in the day-to-day operations of GEPL’s business arm and is driving In approximately August 2014, GEPL commenced an independent analysis of previous contracts with respect to factors such as
the implementation of the Independent Review recommendations. project management, administration, approvals, operational costs and budget variance with a view to identifying management
deficiencies, cost saving measures and GEPL’s capacity to maximise profitability in the future. The independent analysis is
Gumala Enterprises made the first ever cash distribution to Gumala Aboriginal Corporation and Gumala Investments Pty Ltd.
ongoing.
Other than noted in the preceding paragraphs, no matters or circumstances have arisen since the end of the financial year which
significantly affected or could significantly affect the operations of the Corporation, the results of those operations or the state of
affairs of the Corporations in future financial years.

Human Resources
1
Office of Registrar of Indigenous Corporations (ORIC) Top 500 Aboriginal and Torres Strait Islander Corporations 2012 – 13 Report has officially GAC manages employee and contractor safety through effective OH&S Environmental Management, appropriate insurances and
reported that Gumala Aboriginal Corporation has achieved ranking as the second largest Aboriginal Corporation out of a total of 2488 Corporations indemnities, and training. There were no significant GAC OH&S incidents in 2013-14.
registered
under the Corporations (Aboriginal and Torres Strait Islander) Act 2006 as at 30 June 2013.

128


ICN 2744 l ABN 93 807 596 843 ICN 2744 l ABN 93 807 596 843

Director’s Report Continued Director’s Report Continued
Risk Management Compensation of Key Management Personnel
GAC has an operational Risk Management Framework and Practice Strategy that aligns processes for managing risk with the Parent Consolidated
organisation’s overall governance, strategy and planning, management, reporting processes, policies, values and culture. A GFF 2013/14 ($) 2012/13 ($) 2013/14 ($) 2012/13 ($)
Risk Matrix developed in 2013-14 also guides GAC and GEPL risk mitigation strategies. Directors 545,855 525,239 778,746 798,324
Key Management Personnel - Salaries and Wages 1,489,396* (10) 908,553* (6) 3,038,958* (19) 1,517,028*(2)
Environmental Management Key Management Personnel - Other Benefits 10,961 - 10,961 -
Key Management Personnel - Notional Benefits 58,500 - 58,500 -
GAC works within the parameters of all relevant environmental regulations. The Corporation is not required to report on any
Total 2,104,712 1,433,792 3,887,165 2,315,352
specific issues relating to this area, nor has it received any correspondence from any regulatory body to that effect. In 2013-14
* Number in brackets represents the number of Key Management Personnel employed during the year
Gumala Enterprises Pty Ltd ATF Gumala Enterprises Trust continued to maintain an exemplary record and no major
environmental issues occurred during the financial year. Gumala strives to minimise our environmental footprint across all
**Please note upon a review of all GAC/GEPL roles, a decision was made to reclassify KMP from 8 staff to 19 staff for the 2013-14
business entities. FY.
Consolidated Key Management Personnel (in alphabetical order)
Board Committee Meetings Name Title

Lynne Beckingham Executive General Manager - Education Training and Operations GAC
Parent Entity: Gumala Aboriginal Corporation
*Jose Castillo Executive General Manager - Contracting Services GEPL
In the 2013-14 FY the following GAC committees were operational: Fleming Chamapiwa Executive Manager - Yandi Projects GEPL
Kerryn Coggin Executive Manager - Governance GAC
 Office Bearers Committee
*James Collier Project Controls Engineer GEPL
 Member Service Committee
 Education & Training Committee *Stewart Collis HSE Manager GEPL
 Health Services Committee *Grant Divall Executive General Manager – Community Development GAC
 Homelands Committee Silas Gibson Executive Manager - Community Development GAC
 Audit & Risk Committee *Theo Gouskos Chief Operating Officer GAC
 Partnerships Committee
*Dharmesh Kewalram Financial Manager
 Lore & Culture Committee
*Christopher Martin Operations Manager GEPL
Steve Mav Chief Executive Officer GAC / Managing Director GEPL
There were a total of 29 committee meetings held in 2013-14 FY.
Anthony Ryan Executive Manager - Traditional Owner Capacity Building Strategy GAC
During the 2013-14 FY GAC directors participated with GIPL Directors in the Joint Investments Committee. *Jason Sawyer HSE Manager GEPL
Daryl Smith Chief Operating Officer - Commercial GEPL
GAC and Rio Tinto Monitoring & Liaison Committee
Mark Thomson Executive Manager - Contracting Services GEPL
The Monitoring and Liaison Committee was established under the YLUA. Executive staff members from Rio Tinto and GAC, Philip Valeza Project Manager GEPL
participate in Monitoring and Liaison Committee meetings with GAC Directors for the purpose of regular review and oversight of Ian Williamson Executive General Manager - Partnerships and Culture GAC
the workings of the YLUA. GAC (including GEPL) and Rio Tinto undertake deliberative discussion on matters such as the Angel Yong Executive General Manager - Finance GAC
disturbance to the land under the YLUA, financial reporting including forecasting and actual payments of compensation monies to * Key Management Personnel whose employment contracts have terminated
the GGF, environmental matters including rehabilitation of land at the Yandicoogina mine, the provision of employment and
GAC/GEPL Consolidated Remuneration Bands
training opportunities for Gumala Traditional Owners, and make recommendations about employment opportunities for Traditional
Owners at the Yandicoogina Mine and related projects. Remuneration Band ($) 2013/14 2012/13
0 – 50K - -
50 – 100K - -
100 – 150K 4 2
150 – 200K 9 2
200 – 250K - 2
250 – 300K 4 -
300 – 350K 1 2
350 – 400K 1 -
Note: The 2013-14 FY Remuneration Band information is sourced from the 2012-13 Annual Report where only eight Managers
were listed.

130


Perth Office
ICN 2744 l ABN 93 807 596 843
Year Ended 30 June 2014 30 Keymer Street, Belmont WA 6104

PO Box 1202, Cloverdale WA 6985

T (08) 6274 6400
Director’s Report Continued F (08) 9475 0596
Indemnifying Officers or Auditors

During the Financial Year, the Corporation has paid a premium in respect of insuring Directors and Officers of the Corporation.
The terms of the premium paid are commercial in confidence and, therefore, have not been disclosed. Gumala Aboriginal Corporation
ABN 93 807 596 843
Auditors Independence Declaration - Gumala Aboriginal Corporation

Options
The Corporation does not have any options to declare at the date of this report.
I declare that, to the best of my knowledge and belief, during the year ended 30 June 2014 there
have been:
Auditor’s Independence Declaration i) no contraventions of the auditors independence requirements as set out in
the Corporations (Aboriginal Torres Strait Islanders) Act 2006 in relation to
A copy of the Auditors independence declaration is attached. the audit : and
ii) no contravention of any applicable code of professional conduct in relation to

the audit.
This declaration is in relation to Gumala Aboriginal Corporation
Signed in accordance with a resolution of the Board of Directors:

Byfields Business Advisers
LEANNE KERRY OLIVER

Director
Dated at Perth, Western Australia this 18th day of November 2014
Director:
Chairman – Charles Smith
Dated this 17th day of November 2014
Byfields Pty Ltd ACN 150 608 398

DIRECTORS: Andrew Northcott B.Com CPA • Craig Lane B.Com CPA • Dale Woodruff B.Bus CPA • Jon Bush B.Com CPA
Leanne Oliver B.Com CPA • Neil Hooper B.Com CPA • Simon Northey B.Bus CPA • Glenn Waldock B.Bus CPA • Roger Thomson B.Bus CA
ASSOCIATES: Ian Jones B.Com CPA • Lea Williams B.Com CA • Brant Jansen B.Bus CPA • Ryan Naughton B.Bus CPA • Tony Umbrello B.Bus CA
"Liability limited by a scheme approved under Professional Standards Legislation."

www.byfields.com.au

132


ICN 2744 l ABN 93 807 596 843 ICN 2744 l ABN 93 807 596 843

Consolidated Statement of Comprehensive Income Consolidated Statement of Financial Position
Parent Consolidated Parent Consolidated
Note 2013/14 ($) 2012/13 ($) 2013/14 ($) 2012/13 ($)
Note 2013/14 ($) 2012/13($) 2013/14 ($) 2012/13 ($)
Income Assets
Rendering of contracting services - - 32,590,397 21,009,993
Karijini accommodation revenue - - 1,303,516 1,288,233 Current Assets
Karijini food and beverage income - - 848,328 878,536 Cash and Cash Equivalents 5 793,100 4,989,287 5,984,544 7,592,607
Funding from General Gumala Trade and Other Receivables 6 8,858,457 1,431,935 11,994,947 3,002,710
20,740,099 15,891,161 20,740,099 15,891,161 Other Receivables - - - 29,272
Foundation - Member Benefits 3(a)
Funding from General Gumala Inventories and Work in Progress 7 - - 3,814,156 2,034,095
6,317,002 3,180,524 6,317,002 3,180,524
Foundation - Administration 3(b) Other Assets 8 84,382 185,174 216,856 226,531
Other Income 3(c) 2,022,646 4,826,020 2,221,187 5,804,995 Total Current Assets 9,735,939 6,606,396 22,010,503 12,885,215
Share of Profit from Joint Venture - - 2,068,673 2,098,496
Profit Distribution from Subsidiary 6 1,987,033 - - - Non-Current Assets
Total Income 31,066,780 23,897,705 66,089,202 50,151,938 Receivables 6 1,311,824 634,658 - -
Other Assets 8 - - 3,215,459 2,455,049
Cost of Sales Investments 9 52 54 1,748,262 3,067,748
Contracting services cost of sales - - (27,968,756) (17,291,019) Property, Plant and Equipment 10 687,501 839,667 3,287,088 3,525,472
Karijini cost of sales - - (613,775) (583,409) Investment Property 11 6,735,523 4,676,850 6,735,523 4,676,850
- - (28,582,531) (17,874,428) Projects 12 2,063,437 1,980,991 2,063,437 1,980,991
Total Cost of Sales
Total Non-Current Assets 10,798,337 8,132,220 17,049,769 15,706,110
GROSS PROFIT 31,066,780 23,897,705 37,506,671 32,277,510 TOTAL ASSETS 20,534,276 14,738,616 39,060,272 28,591,325
GGF Funded Expenditure
Member Benefits 4(a) 19,578,028 9,617,167 19,197,104 9,617,167 Liabilities
Administration Costs 4(b) 4,875,124 7,963,557 4,871,472 7,963,557
Traditional Owner Capacity Building Strategy 4(b) 2,071,901 - 2,071,901 - Current Liabilities
Depreciation 661,888 630,229 661,888 630,229 Trade and Other Payables 13 3,183,364 1,943,894 7,395,168 3,984,075
Finance Costs - - - - Short Term Provisions 14 370,874 314,929 630,108 537,127
Total GGF Funded Expenditure 27,186,941 18,210,953 26,802,365 18,210,953 Other Liabilities 15 5,307,697 2,511,387 5,565,211 2,605,269
Amounts Owing to Related Parties 16 - - 1,154,293 -
Other Funded Expenditure Total Current Liabilities 8,861,935 4,770,210 14,744,780 7,126,471
Member Benefits 4(c) 1,774,500 345,240 1,774,500 345,240
Administration Costs 4(d) 406,050 502,855 723,196 502,855 Non-Current Liabilities
Total Other Funded Expenditure 2,180,550 848,095 2,497,696 848,095 Long Term Provisions 14 87,584 82,938 184,087 196,781
Other Liabilities 15 - - 499,908 319,709
GET Expenditure
Amounts Owing to Related Parties 16 - - 4,427,376 400,000
Administration Costs 4(e) - - 4,311,240 5,834,625
Depreciation - - 169,627 168,151 Total Non-Current Liabilities 87,584 82,938 5,111,371 916,490
Finance Costs - - 39,424 17,480
Total GET Expenditure - - 4,520,291 6,020,256 TOTAL LIABILITIES 8,949,519 4,853,148 19,856,151 8,042,961
TOTAL EXPENSES 29,367,491 19,059,048 33,820,352 25,079,304 NET ASSETS 11,584,757 9,885,468 19,204,121 20,548,364
EQUITY
Surplus/(Deficit) Before Income Tax 1,699,289 4,838,657 3,686,319 7,198,206 Retained Earnings 17 7,499,226 4,603,733 7,499,226 4,603,733
Expenditure Contingency Fund 17 - - - -
Income tax expense - - - - External Funds Surplus Reserve 17 1,342,257 2,538,461 1,342,257 2,538,461
Committed Funds Reserve 17 - - - -
Surplus/(Deficit) After Income Tax 1,699,289 4,838,657 3,686,319 7,198,206 Asset revaluation reserve 17 2,743,274 2,743,274 2,743,274 2,743,274
Surplus/(Deficit) Attributable to: Non-controlling interest 17 - - 7,619,364 10,662,896
Gumala Aboriginal Corporation 1,699,289 4,838,657 (287,744) 3,718,667 TOTAL EQUITY 11,584,757 9,885,468 19,204,121 20,548,364
Non-Controlling Interest - - 3,974,063 3,479,539
SURPLUS/(DEFICIT) FOR THE YEAR 1,699,289 4,838,657 3,686,319 7,198,206 This Statement of Financial Position should be read in conjunction with the accompanying notes.
This Statement of Comprehensive Income should be read in conjunction with the accompanying notes

134


ICN 2744 l ABN 93 807 596 843
Year Ended 30 June 2014 ICN 2744 l ABN 93 807 596 843

Consolidated Statement of Changes in Equity Consolidated Statement of Changes in Equity continued
Changes in Equity – Parent Changes in Equity – Consolidated
External Committe Asset External Committed

Retained Contingency Retained Asset Non-
Funds d Funds Revaluation Total ($) Contingency Funds Funds
Earnings ($) Fund ($) Earnings Revaluation Controlling Total ($)
Surplus Reserve Reserve ($) Fund ($) Surplus Reserve
($) Reserve ($) Interest ($)
Reserve ($) ($) Reserve ($) ($)
2012/13 FINANCIAL YEAR
2012/13 FINANCIAL
Balance at 1 July 2012 3,716,887 1,603,159 1,329,924 39,978 - 6,689,948 YEAR
Surplus/(Deficit) for the year 4,838,657 - - - - 4,838,657 Balance at 1 July 2012 5,956,866 1,603,159 1,329,924 39,978 - 3,579,028 12,508,955
Transferred to reserve in current year (3,951,811) - 1,208,537 - 2,743,274 - Surplus/(Deficit) for the
3,718,667 - - - - 3,479,539 7,198,206
year
Reversal of reserve - (1,603,159) - (39,978) - (1,643,137) Transferred to reserve in
(3,951,811) - 1,208,537 - 2,743,274 - -
BALANCE AT 30 JUNE 2013 4,603,733 - 2,538,461 - 2,743,274 9,885,468 current year
Loans forgiven - - - - - 3,540,682 3,540,682
2013/14 FINANCIAL YEAR Profit distribution - - - - - (400,000) (400,000)

Balance at 1 July 2013 4,603,733 - 2,538,461 - 2,743,274 9,885,468
Period adjustments - - - - - 463,647 463,647
Surplus/(Deficit) for the year 1,699,289 - - - - 1,699,289
Inter-entity consolidation
(1,119,989) - - - - - (1,119,989)
Transferred to reserve in current year 1,196,204 - (1,196,204) - - - adjustment
Reversal of reserve - - - - - - Reversal of reserve - (1,603,159) - (39,978) - - (1,643,137)
BALANCE AT 30 JUNE 2014 7,499,226 - 1,342,257 - 2,743,274 11,584,757 BALANCE AT 30 JUNE

4,603,733 - 2,538,461 - 2,743,274 10,662,896 20,548,364
2013
2013/14 FINANCIAL
YEAR
Balance at 1 July 2013 4,603,733 - 2,538,461 - 2,743,274 10,662,896 20,548,364
Surplus/(Deficit) for the
(287,744) - - - - 3,974,063 3,686,319
year
Transferred to reserve in
1,196,204 - (1,196,204) - - - -
current year
Profit Distribution - GAC 1,987,033 - - - - (1,987,033) -
Profit Distribution - GGF - - - - - (5,066,571) (5,066,571)
Period adjustments - - - - - 36,009 36,009

BALANCE AT 30 JUNE
7,499,226 - 1,342,257 - 2,743,274 7,619,364 19,204,121
2014
This Statement of Changes in Equity should be read in conjunction with the accompanying notes.

136


ICN 2744 l ABN 93 807 596 843
ICN 2744 l ABN 93 807 596 843

Consolidated Statement of Cash Flows
Notes to the Consolidated Financial Statements
Parent Consolidated
The consolidated financial statements incorporate Gumala Aboriginal Corporation and its subsidiaries for the period. The
Note 2013/14 ($) 2012/13 ($) 2013/14 ($) 2012/13 ($)
subsidiary entities incorporated in these financial statements are Gumala Enterprises Pty Ltd and, by virtue of the clarified
principle arrangement in place, the Gumala Enterprises Trust.
Cash Flow From Operating Activities
Note 1 Summary of Significant Accounting Policies
Receipts from customers 26,484,141 23,543,311 57,641,513 51,671,209
Payments to suppliers and employees (27,304,748) (18,751,573) (56,555,514) (45,739,191) (a) Basis of Preparation
Interest received 212,909 206,623 273,038 288,617 This financial report is a general purpose report that has been prepared in accordance with Australian Accounting Standards
Interest paid - - (39,493) (17,479) (including Australian Accounting Interpretations) of the Australian Accounting Standards Board (AASB) and the Corporations
(Aboriginal and Torres Strait Islanders) Act 2006.
Tax paid - - (9,816) (15,162)
NET CASH PROVIDED BY/(USED IN) Australian Accounting Standards set out accounting policies that the AASB has concluded would result in a financial report
18 (607,698) 4,998,361 1,309,728 6,187,994 containing relevant and reliable information about transactions, events and conditions. Compliance with Australian Accounting
OPERATING ACTIVITIES
Standards ensures that the financial statements and notes also comply with International Financial Reporting Standards. Material
accounting policies adopted in the preparation of this financial report are presented below and have been consistently applied
Cash Flow From Investing Activities
unless otherwise stated.
Proceeds from sale of plant and
17,382 42,073 49,095 1,011,410 The financial report has been prepared on an accruals basis and is based on historical costs, modified, where applicable, by the
equipment
Purchase of property, plant and measurement at fair value of selected non-current assets, financial assets and financial liabilities.
(140,682) (294,897) (1,099,040) (2,014,236)
equipment
Purchase of projects (451,504) (535,652) (451,504) (535,652) (b) New Accounting Standards for Application in Future Periods
Purchase of investment property (2,058,673) (697,089) (2,058,673) (697,089)
The AASB has issued new and amended accounting standards and interpretations that have mandatory application dates for
Distribution from joint ventures 36,009 - 3,444,169 1,308,304 future reporting periods.
Funding of bank guarantee - - (760,410) (1,435,960)
NET CASH PROVIDED BY (USED IN) (c) Revenue and Other Income
(2,597,468) (1,485,565) (876,363) (2,363,223)
INVESTING ACTIVITIES
Revenue is recognised to the extent that it is probable that the economic benefits will flow to the Corporation and the revenue can
be reliably measured. The following specific recognition criteria must also be met before revenue is recognised:
Cash Flow From Financing Activities
Repayment of Leases - - 363,583 - Related Party Grant Income
Amounts Received from Related Funding is provided by GIPL as the trustee for the General Gumala Foundation based on budgeted expenditure for the delivery of
858,366 - 958,366 (173,000)
Parties benefits to members and other projects. Income from the Gumala Investments Pty Ltd is recognised in line with the related
Amounts Paid to Related Parties (1,849,387) - (3,363,377) - expenditure and budgeted period. Any funding which is not utilised in the budgeted period is either returned to General Gumala
NET CASH PROVIDED BY (USED IN) Foundation to set aside in a contingency fund or held by GAC if already committed to a project.
(991,021) - (2,041,428) (173,000)
FINANCING ACTIVITIES
Heritage Surveys
Revenue is generated by provision of land surveys by Traditional Owners; revenue is recognised following provision of the service
Net Increase/(Decrease) in Cash Held (4,196,187) 3,512,796 (1,608,063) 3,651,771 to Rio Tinto.
Cash and cash equivalents at
4,989,287 1,476,491 7,592,607 3,940,836
beginning of financial year Interest
CASH AND CASH EQUIVALENTS AT Interest revenue is recognised using the effective interest rate method, which, for floating rate financial assets, is the rate inherent
5 793,100 4,989,287 5,984,544 7,592,607
END OF FINANCIAL YEAR in the instrument.
Government grants
This Statement of Cash Flows should be read in conjunction with the accompanying notes Grants are recognised at the fair value where there is reasonable assurance that the grant will be received and all attaching
conditions have been complied with.
When the grant relates to an expense item, it is recognised as income over the periods necessary to match the grant on a
systematic basis to the costs that it is intended to compensate.
All revenue is stated net of the amount of goods and services tax (GST).

138


ICN 2744 l ABN 93 807 596 843 ICN 2744 l ABN 93 807 596 843

Notes to the Consolidated Financial Statements (continued) Notes to the Consolidated Financial Statements (continued)
Note 1 Summary of Significant Accounting Policies (continued) Note 1 Summary of Significant Accounting Policies (continued)
(d) Interests in Subsidiaries

(l) Cash and Cash Equivalents
The interest in Gumala Aboriginal Corporation’s owned subsidiaries, Gumala Enterprises Pty Ltd and, by virtue of the clarified
Cash and cash equivalents include cash on hand, deposits held at call with banks, other short-term highly liquid investments with
principle arrangement in place, the Gumala Enterprises Trust, are consolidated in the financial statements on the basis that
original maturities of three months or less, and bank overdrafts. Bank overdrafts are shown within short-term borrowings in current
control by Gumala Aboriginal Corporation has existed through the period.
liabilities in the statement of financial position.
(e) Contracting Revenue

(m) Property, Plant and Equipment
Contracts have different terms based on the scope of works, deliverables and complexity of the engagement, the terms of which
Each class of property, plant and equipment is carried at cost or fair value as indicated, less, where applicable, any accumulated
frequently require judgments and estimates in recognising revenue. There are many types of contracts including time-and-
depreciation and impairment losses.
materials contracts, fixed-price contracts and contracts with features of both of these contract types.
Plant and Equipment
Revenues from contracts are recognised using the percentage-of-completion method of accounting, which involves calculating the
Plant and equipment are measured on the cost basis less depreciation and impairment losses.
percentage of services provided during the reporting period compared with the total estimated services to be provided over the
duration of the contract. This method is followed where reasonably dependable estimates of revenues and costs can be made.
The carrying amount of plant and equipment is reviewed annually by Directors to ensure it is not in excess of the recoverable
Estimates of total contract revenues and costs are continuously monitored during the term of the contract, and recorded revenues
amount from these assets. The recoverable amount is assessed on the basis of the expected net cash flows that will be received
and costs are subject to revision as the contract progresses.
from the asset's employment and subsequent disposal. The expected net cash flows have been discounted to their present values
in determining recoverable amounts.
(f) Provision of Services and Accommodation
Revenue is recognised in the income statement when services are delivered and accommodation is provided. Depreciation
The depreciable amount of all fixed assets including buildings and capitalised leased assets, but excluding freehold land, is
(g) Rent Received depreciated on a straight-line basis over the asset's useful life to the Corporation commencing from the time the asset is held ready
for use.
Rent received is as a result of income earned on a rental property. The rent received is recognised in the income statement when
earned.
The estimated useful lives used for each class of depreciable assets are:
(h) Distribution from the Joint Venture

Class of Fixed Assets
The income statement reflects Gumala Enterprises Trust’s share of joint venture profits generated to the reporting date and a Motor Vehicles 12.50% - 20.00%
corresponding increase in the value of the investment.
Buildings 6.67%
Computer Software 20.00 % - 40.00%
(i) Income Tax
Plant, Furniture and Equipment 5.00% - 20.00%
No income tax has been charged as the Corporation is exempt from paying income tax.
The assets' residual values and useful lives are reviewed, and adjusted if appropriate, at the end of each reporting period.
(j) Borrowing Costs
Borrowing costs directly attributable to the acquisition, construction or production of assets that necessarily take a substantial An asset's carrying amount is written down immediately to its recoverable amount if the asset's carrying amount is greater than its
period of time to prepare for their intended use or sale, are added to the cost of those assets, until such time as the assets are estimated recoverable amount.
substantially ready for their intended use or sale.
Gains and losses on disposals are determined by comparing proceeds with the carrying amount. These gains or losses are
All other borrowing costs are recognised in income in the period in which they are incurred. included in the income statement. When revalued assets are sold, amounts included in the revaluation surplus relating to that asset
are transferred to retained earnings.
(k) Goods and Services Tax
Revenues, expenses and assets are recognised net of the amount of GST, except where the amount of GST incurred is not (n) Investment Properties
recoverable from the Tax Office. In these circumstances the GST is recognised as part of the cost of acquisition of the asset or as Investment properties are measured initially at cost, including transaction costs. Subsequent to initial recognition, investment
part of an item of the expense. Receivables and payables in the statement of financial position are shown inclusive of GST.
Cash flows are presented in the statement of cash flows on a gross basis. The GST component of investing and financing
activities, which are recoverable from or payable to the taxation authority are classified as operating cash flows.

140


ICN 2744 l ABN 93 807 596 843 ICN 2744 l ABN 93 807 596 843

Note 1 Summary of Significant Accounting Policies (continued)
properties are stated at fair value, which is based on periodic, but at least triennial, valuations by external independent valuers,
Classification and Subsequent Measurement
adjusted if necessary for any difference in the nature, location or condition of the specific asset at the balance sheet date. Gains or
Financial instruments are subsequently measured at either of fair value, amortised cost using the effective interest rate method, or
losses arising from changes in the fair values of investment properties are recognised in profit or loss in the year in which they
cost. Fair value represents the amount for which an asset could be exchanged or a liability settled, between knowledgeable and / or
arise.
willing parties. Where available, quoted prices in an active market are used to determine fair value. In other circumstances,
valuation techniques are adopted.
Where an investment property is acquired at no cost or for nominal cost, its cost is deemed to be its fair value as at the date of
acquisition.
Amortised cost is calculated as:
a) the amount at which the financial asset or financial liability is measured at initial recognition;
Investment properties are derecognised either when they have been disposed of or when the investment property is permanently
b) less principal repayments;
withdrawn from use and no future economic benefit is expected from its disposal. Any gain or loss on disposal of an investment
c) plus or minus the cumulative amortisation of the difference, if any, between the amount initially recognised and
property is recognised in profit or loss in the year of disposal.
d) the maturity amount calculated using the effective interest method; and
e) less any reduction for impairment.
(o) Impairment of Assets
At each reporting date, the Corporation assesses whether there is any indication that an asset may be impaired. The assessment will The effective interest method is used to allocate interest income or interest expense over the relevant period and is equivalent to
include the consideration of external and internal sources of information. If such an indication exists, an impairment test is carried out the rate that exactly discounts estimated future cash payments or receipts (including fees, transaction costs and other premiums or
on the asset by comparing the recoverable amount of the asset, (being the higher of the asset's fair value less costs to sell and value discounts) through the expected life (or when this cannot be reliably predicted, the contractual term) of the financial instrument to
in use), to the asset's carrying value. Any excess of the asset's carrying value over its recoverable amount is expensed to the
the net carrying amount of the financial asset or financial liability. Revisions to expected future net cash flows will necessitate an
income statement. Where it is not possible to estimate the recoverable amount of an individual asset, the Corporation estimates the
recoverable amount of the cash-generating unit to which the asset belongs. adjustment to the carrying value with a consequential recognition of an income or expense in profit or loss. The Corporation does
not designate any interest as being subject to the requirements of accounting standards specifically applicable to financial
(p) Trade and Other Payables instruments.
Trade and other payables represent the liability outstanding at the end of the reporting period for goods and services received by
(i) Financial assets at fair value through profit or loss
the Corporation during the reporting period which remain unpaid. The balance is recognised as a current liability with the amounts
normally paid within 30 days of recognition of the liability. Financial assets are classified at ‘fair value through profit or loss’ when they are either held for trading for the purpose of short-term
profit taking, derivatives not held for hedging purposes, or when they are designated as such to avoid an accounting mismatch or to
enable performance evaluation where a group of financial assets is managed by key management personnel on a fair value basis
(q) Provisions
in accordance with a documented risk management or investment strategy. Such assets are subsequently measured at fair value
Provisions are recognised when the Corporation has a legal or constructive obligation, as a result of past events, for which it is with changes in carrying value being included in profit or loss.
probable that an outflow of economic benefits will result and that outflow can be reliably measured.
(ii) Loans and receivables
Provisions are measured using the best estimate of the amounts required to settle the obligation at the end of the reporting period.
Loans and receivables are non-derivative financial assets with fixed or determinable payments that are not quoted in an active
market and are subsequently measured at amortised cost.
(r) Employee Benefits
Provision is made for the Corporation's liability for employee benefits arising from services rendered by employees to the end of the Loans and receivables are included in current assets, except for those which are not expected to mature within 12 months after the
reporting period. Employee benefits that are expected to be settled within one year have been measured at the amounts expected end of the reporting period. All other loans and receivables are classified as non-current assets.
to be paid when the liability is settled. Employee benefits payable later than one year have been measured at present value of the
estimated future cash outflows to be made for those benefits. In determining the liability, consideration is given to employee wage (iii) Held-to-maturity investments
increases and the probability that the employee may satisfy vesting requirements. Those cash flows are discounted using market
Held-to-maturity investments are non-derivative financial assets that have fixed maturities and fixed or determinable payments, and
yields on national government bonds with terms to maturity that match the expected timing of cash flows.
it is the Corporation's intention to hold these investments to maturity. They are subsequently measured at amortised cost.
(s) Financial Instruments Held-to-maturity investments are included in non-current assets, except for those which are expected to mature within 12 months
are the end of the reporting period. (All other investments are classified as current assets.)
Initial Recognition and Measurement
Financial assets and financial liabilities are recognised when the entity becomes a party to the contractual provisions of the
If during the period the Corporation sold or reclassified more than an insignificant amount of the held-to-maturity investments before
instrument. For financial assets, this is the equivalent to the date that the Corporation commits itself to either the purchase or sale
maturity, the entire held-to-maturity investments category would be tainted and reclassified as available-for-sale.
of the asset (i.e. trade date accounting is adopted).
Financial instruments are initially measured at cost on trade date, which includes transaction costs, when the related contractual
rights
or obligations exist. Subsequent to initial recognition these instruments are measured as set out below.

142


Gumala Aboriginal Corporation ICN 2744 l ABN 93 807 596 843
ICN 2744 l ABN 93 807 596 843
Notes to the Consolidated Financial Statements (continued)

Note 3 Income
Note 3(a) Funding from General Gumala Foundation – Member Benefits
(t) Leases
Parent Consolidated
Lease payments for operating leases, where substantially all of the risks and benefits remain with the lessor, are charged as Note 2013/14 ($) 2012/13 ($) 2013/14 ($) 2012/13 ($)
expenses on a straight line basis over the life of the lease term. Business Development Grants 3,366,011 1,333,683 3,366,011 1,333,683
Community Development Grants 6,055,792 3,437,400 6,055,792 3,437,400
(u) Inventory and Work in Progress Cultural Purposes Grants 1,647,067 1,562,430 1,647,067 1,562,430
Education and Training Grants 3,152,814 2,813,174 3,152,814 2,813,174
Inventories are measured at the lower of cost and net realisable value. An ongoing review is conducted in order to ascertain
Health and Wellbeing Grants 4,983,096 4,255,878 4,983,096 4,255,878
whether items are obsolete or damaged, and it is so determined, the carrying amount of the item is written down to its net realisable
value. Other Grants 844,652 723,031 844,652 723,031
GAC Members Consultation Meeting Funding 310,427 56,476 310,427 56,476
Work in progress relates to activities in progress at the balance sheet date which are not at a stage where invoicing can be TOTAL 20,359,859 14,182,072 20,359,859 14,182,072
performed. The costs associated to the project are reflected as work in progress and will be invoiced within 12 months of the year
end.
Prior Year Committed Funds for Community i) 380,240 - 380,240 -
Development Projects
(v) Principles of Consolidation
Financial Relief Payment Funding - 1,012,000 - 1,012,000
Subsidiaries Karijini Eco Retreat Capital Expenditure Funding - 697,089 - 697,089
The consolidated financial statements incorporate the assets and liabilities of all subsidiaries of GAC as at 30 June 2014 and the FUNDING FROM GENERAL GUMALA
20,740,099 15,891,161 20,740,099 15,891,161
results of all subsidiaries for the year then ended. GAC and its subsidiaries together are referred to in this financial report as the group FOUNDATION - MEMBER BENEFITS
or the consolidated entity.
i) These funds relate to amounts brought forward from previous financial years for committed Community Development projects
Subsidiaries are all entities (including special purpose entities) over which the group has the power to govern the financial and for which expenditure had not yet been incurred.
operating policies, generally accompanying a shareholding of more than one-half of the voting rights.
Note 3(b) Funding from General Gumala Foundation – Administration

Note 2 Operating Segments
The Corporation operates predominately in one geographical location being Western Australia with the focus of service delivery and Parent Consolidated
benefits to its members as well as contracting mine related services and the provision of tourist accommodation. The segmental Note 2013/14 ($) 2012/13 ($) 2013/14 ($) 2012/13 ($)
revenue and related cost of sales is deducted on the face of the Consolidated Statement of Comprehensive Income. Administration Funding 3,611,711 2,967,988 3,611,711 2,967,988
TOCBS Funding 2,044,457 - 2,044,457 -
GAC Annual General Meeting 128,409 212,536 128,409 212,536
TOTAL 5,784,577 3,180,524 5,784,577 3,180,524
ERP Project Funding i) 532,425 - 532,425 -

FUNDING FROM GENERAL GUMALA
6,317,002 3,180,524 6,317,002 3,180,524
FOUNDATION - ADMINISTRATION
i) ERP Project Funding has been provided by the Trustee for expenses incurred by GAC in relation to the implementation of the
Enterprise Resource Planning System. These expenses have been capitalised as Software Costs in the Statement of
Financial Position of the Trustee.

144


ICN 2744 l ABN 93 807 596 843 ICN 2744 l ABN 93 807 596 843

Note 3(c) Other Income

Note 4 Expenses
Note 4(a) GGF Funded Member Benefits
Parent Consolidated
Parent Consolidated
2013/14 ($) 2012/13 ($) 2013/14 ($) 2012/13 ($)
2013/14 ($) 2012/13 ($) 2013/14 ($) 2012/13 ($)
Other Grants Received
Member Business Development Assistance Programs
Community Broadcasting Foundation 5,460 - 5,460 -
Business Grants 1,794,967 535,631 1,694,967 535,631
Department of Education, Employment
55,035 - 55,035 - WA Country Vehicle Assistance 139,468 83,986 139,468 83,986
and Workplace
Department of Environment and TOTAL MEMBER BUSINESS DEVELOPMENT MEMBER BENEFITS 1,934,435 619,617 1,834,435 619,617
9,829 - 9,829 -
Conservation
I&G Pty Ltd - 31,000 - 31,000 Member Community Assistance Programs
Indigenous Land Corporation 79,800 - 79,800 - Community Minor Maintenance 264,446 214,558 235,030 214,558
PaCE Funding 142,991 - 142,991 - Community Assistance Program 389,322 161,133 389,322 161,133
Rangelands NRM WA 60,000 - 60,000 - Community Rubbish Skip Program 99,967 106,520 - 106,520
Rio Tinto 218,431 333,800 218,431 333,800 Community Housing Assistance 379,725 114,352 379,725 114,352
Royalties for Regions (Pilbara Emergency Housing Program 442,427 97,239 442,427 97,239
987,686 - 987,686 -
Development Commission)
Utility Assistance 485,934 357,621 485,934 357,621
University of Melbourne 78,334 - 78,334 -
West Pilbara Communities for Children 50,000 170,000 50,000 170,000 TOTAL MEMBER COMMUNITY ASSISTANCE PROGRAMS 2,061,821 1,051,423 1,932,438 1,051,423
TOTAL 1,687,566 534,800 1,687,566 534,800

Member Community Projects
Wirrilimarra Project 793,502 - 650,399 -
Interest Received 212,909 206,623 443,749 288,616
Community Capital Works 803,213 360,572 801,593 360,572
Sale of Non-Current Assets 17,364 65,741 7,072 772,929
Home Renovation & Maintenance Program 232,326 - 232,326 -
Radio Advertising Income 18,965 24,847 18,965 24,847
Health Habitat Project 133,132 - 133,132 -
GEPL Service Agreement Income 50,000 - - -
Community Sponsorship 85,301 150,738 85,129 150,738
Rent Received 25,989 31,330 25,989 31,330
Radio Broadcasting 38,807 40,695 38,807 40,695
Diesel Fuel Rebate - - 17,993 -
Others 16,870 - 11,448 -
Doubtful Debts Recovered - 1,119,991 - -
TOTAL MEMBER COMMUNITY PROJECTS 2,103,151 552,005 1,952,834 552,005
Impairment Loss Reversed - 2,743,274 - 2,743,274
Loan Forgiveness - - - 1,308,785
TOTAL COMMUNITY DEVELOPMENT MEMBER BENEFITS 4,164,972 1,603,428 3,885,272 1,603,428
Other 9,853 99,414 19,853 100,414
TOTAL OTHER INCOME 2,022,646 4,826,020 2,221,187 5,804,995 Member Cultural Assistance Programs
Funeral Cost 792,810 525,940 792,810 525,940
Lore & Culture 550,623 748,110 550,623 748,110
Arts & Crafts Program 143,986 - 143,986 -
Cultural Awareness Grant 54,549 7,878 54,549 7,878
TOTAL MEMBER CULTURAL ASSISTANCE PROGRAMS 1,541,968 1,281,928 1,541,968 1,281,928
Member Projects (Lore Camp) 165,101 134,820 163,876 134,820
TOTAL CULTURAL PURPOSES MEMBER BENEFIT 1,707,069 1,416,748 1,705,844 1,416,748

146


ICN 2744 l ABN 93 807 596 843
ICN 2744 l ABN 93 807 596 843

Note 4(b) GGF Funded Administration Costs
Note 4(a) GGF Funded Member Benefits (continued)
2013/14 ($) 2012/13 ($) 2013/14 ($) 2012/13 ($) 2013/14 ($) 2012/13 ($) 2013/14 ($) 2012/13 ($)
Member Education and Training Programs Employee Benefits Expense 1,433,388 5,525,135 1,429,737 5,525,135
Primary Education 557,807 454,226 557,807 454,226 ERP Project Expenses 532,425 - 532,425 -
Secondary Education 234,807 178,258 234,807 178,258 IT and Communication Expenses 402,534 307,165 402,534 307,165
Tertiary Education 127,782 87,025 127,782 87,025 Motor and Travel Expenses 374,018 248,792 374,018 248,792
Scholarships 608,934 535,534 608,934 535,534 Board and Subcommittee Meeting Costs 366,847 470,149 366,847 470,149
Restructure Related Expenses 347,685 - 347,685 -
Computer Assistance 532,469 168,597 532,469 168,597
Occupancy Costs 292,817 257,865 292,817 257,865
ECE Programs 67,100 34,443 67,100 34,443
Annual General Meeting 128,409 175,878 128,409 175,878
School Attendance Scheme 82,000 50,000 82,000 50,000
Insurance 154,576 150,238 154,576 150,238
Traineeship - 278,440 - 278,440
Printing and Stationery 154,024 151,018 154,024 151,018
Others 93,244 51,128 93,244 51,128
Accounting and Audit Fees 137,632 52,758 137,632 52,758
TOTAL EDUCATION AND TRAINING MEMBER BENEFITS 2,304,143 1,837,651 2,304,143 1,837,651 Consultancy Expenses 113,395 79,989 113,395 79,989
Legal Expenses 86,944 113,505 86,944 113,505
Member Health and Wellbeing Programs Recruitment Costs 72,724 50,277 72,724 50,277
Healthy Living 2,538,636 1,501,590 2,538,636 1,501,590 Cleaning Expenses 59,211 62,652 59,211 62,652
Critically Ill Patient 254,182 213,236 254,182 213,236 Staff Training and Development 58,868 47,436 58,868 47,436
Medical 1,389,347 941,729 1,389,347 941,729 Utilities 18,774 49,927 18,774 49,927
TOTAL HEALTH AND WELLBEING MEMBER BENEFITS 4,182,165 2,656,555 4,182,165 2,656,555 Bank Charges 7,120 7,646 7,120 7,646
Other Administration Expenses 133,733 213,127 133,732 213,127
Member Other Programs TOTAL GGF FUNDED ADMINISTRATION COSTS 4,875,124 7,963,557 4,871,472 7,963,557
Sports & Recreation 528,966 257,810 528,966 257,810 2,071,901 - 2,071,901 -

Traditional Owner Capacity Building Strategy
Headstone 116,332 69,495 116,332 69,495
TOTAL 6,947,025 7,963,557 6,943,373 7,963,557
Acknowledgment of Elders 70,541 60,000 70,541 60,000
Natural Disaster Relief 4,255 4,946 4,255 4,946
TOTAL MEMBER OTHER PROGRAMS 720,094 392,251 720,094 392,251 Note 4(c) Other Funded Member Benefits
Parent Consolidated
Member Consultation Meetings 481,311 78,917 481,312 78,917
Note 2013/14 ($) 2012/13 ($) 2013/14 ($) 2012/13 ($)
Financial Relief Payment - 1,012,000 - 1,012,000
Culture Cars i) 1,150,890 - 1,150,890 -
Heritage Survey Payments 26,658 143,388 26,658 143,388
TOTAL OTHER MEMBER BENEFITS 1,201,405 1,483,168 1,201,406 1,483,168 3A Program 596,952 201,852 596,952 201,852
TOTAL OTHER FUNDED MEMBER BENEFITS 1,774,500 345,240 1,774,500 345,240
Member Benefits - Service Delivery Costs 4,083,839 - 4,083,839 -
i) This expenditure relates to the purchase of 15 culture cars for members during the financial year ended 30 June 2014.
TOTAL GGF FUNDED MEMBER BENEFITS 19,578,028 9,617,167 19,197,104 9,617,167

148


ICN 2744 l ABN 93 807 596 843 ICN 2744 l ABN 93 807 596 843

Note 4(d) Other Funded Administration Costs Note (f) Employee Benefits (All Sources)

2013/14 ($) 2012/13 ($) 2013/14 ($) 2012/13 ($) 2013/14 ($) 2012/13 ($) 2013/14 ($) 2012/13 ($)
Employee Benefits Expense 116,977 173,423 434,123 173,423 Key Management Personnel 1,489,396 908,553 3,038,958 1,517,028
Consultancy Expenses 84,753 - 84,753 - Non-Key Management Personnel 6,460,544 5,065,665 7,404,143 7,356,748
Internal Audit Costs - 88,110 - 88,110 TOTAL EMPLOYEES BENEFITS 7,949,940 5,974,218 10,592,280 8,873,776
Ernst & Young GEPL Review - 218,396 - 218,396
Lennon and Cheney YLUA Review 204,320 22,926 204,320 22,926
Parent Consolidated
TOTAL OTHER FUNDED ADMINISTRATION COSTS 406,050 502,855 723,196 502,855
2013/14 ($) 2012/13 ($) 2013/14 ($) 2012/13 ($)
Note 4(e) GET Administration Costs GGF Funded Member Benefits - Service Delivery Costs 4,083,839 - 4,083,839 -
GGF Funded Administration - TOCBS 2,071,901 - 2,071,901 -
Parent Consolidated GGF Funded Administration 1,433,388 5,525,135 1,429,737 5,477,114
2013/14 ($) 2012/13 ($) 2013/14 ($) 2012/13 ($) Other Funded Member Benefits – Heritage Survey Payments 26,658 143,387 26,658 143,387
Employee Benefits Expense - - 2,328,845 2,947,579 Other Funded Member Benefits – 3A Program 217,176 132,273 217,176 132,273
IT and Communication Expenses - - 101,152 123,276 Other Funded Administration 116,977 173,423 434,124 173,423
Motor and Travel Expenses - - 199,494 246,690 GET Administration - - 2,328,845 2,947,579
Occupancy Costs - - 324,595 948,228 TOTAL EMPLOYEES BENEFITS 7,949,940 5,974,218 10,592,280 8,873,776
Insurance - - 403,662 435,625
Provision for Doubtful Debts - - (1,310) 91,176
Note 5 Cash and Cash Equivalents
Printing and Stationery - - 51,716 55,867
Accounting and Audit Fees - - 192,156 40,126 Parent Consolidated
Consultancy Expenses - - 27,071 23,721 2013/14 ($) 2012/13 ($) 2013/14 ($) 2012/13 ($)
Legal Expenses - - 38,566 2,446 Cash on Hand 856 425 2,656 425
Staff Training and Development - - 135,079 92,471 Cash at Bank 792,244 4,988,862 5,981,888 7,592,182
Bank Charges - - 29,531 10,216 Total Cash and Cash Equivalents 793,100 4,989,287 5,984,544 7,592,607
Repairs and Maintenance - - 93,083 125,158
Karijini Debt Settlement - - 114,429 66,888 Cash at bank earns interest at floating rates based on daily bank rates.
Management Agreement Fees - Karijini Eco Retreat - - 114,514 56,111
Reconciliation of Cash
Other Administration Expenses - - 49,551 469,329
TOTAL GET ADMINISTRATION COSTS - - 4,311,240 5,834,625 Cash at the end of the financial year as shown in the Statement of Cash Flows is reconciled to items in the Statement of
Financial Position as outlined above. The significant decrease in the cash balance from 30 June 2013 is due to the fact that
funding from the GGF is no longer received in advance.

150


ICN 2744 l ABN 93 807 596 843 ICN 2744 l ABN 93 807 596 843

Note 6 Trade and Other Receivables

e) Credit Risk
Parent Consolidated
With the exception of trade receivables due to Gumala Enterprises from Hamersley Iron Pty Ltd (subsidiary of Rio Tinto), the
Note 2013/14 ($) 2012/13 ($) 2013/14 ($) 2012/13 ($)
Corporation has no significant concentration of credit risk with respect to any single counterparty or group of counterparties other
Current than those receivables specifically provided for and mentioned within Note 6.
Trade Receivables a) 2,448,320 599,434 6,224,008 2,584,166
Provision for Doubtful Debts b) - (2,323) - (42,581) f) Financial Assets Classified as Loans and Receivables
Other Related Parties 319,130 542,836 319,130 63,505
GST Receivable 106,847 - 106,847 - Parent Consolidated
Committed Funds Receivable c) 4,857,075 - 4,857,075 - 2013/14 ($) 2012/13 ($) 2013/14 ($) 2012/13 ($)
Unpaid Present Entitlement from Subsidiary 639,198 - - - Trade Receivables 2,448,320 599,434 6,224,008 2,584,166
Other Receivables 487,887 291,988 487,887 397,620
TOTAL FINANCIAL ASSETS CLASSIFIED AS LOANS AND
TOTAL CURRENT TRADE AND OTHER RECEIVABLES 8,858,457 1,431,935 11,994,947 3,002,710 2,448,320 599,434 6,224,008 2,584,166
RECEIVABLES
Non-Current
Receivables - 634,658 - - Note 7 Inventories and Work in Progress
Unpaid Present Entitlement from Subsidiary d) 1,311,824 - - -
TOTAL NON-CURRENT RECEIVABLES 1,311,824 634,658 - - Parent Consolidated
2013/14 ($) 2012/13 ($) 2013/14 ($) 2012/13 ($)
Inventories and Work in Progress - - 3,814,156 2,034,095
a) Trade Receivables
TOTAL INVENTORIES AND WORK IN PROGRESS - - 3,814,156 2,034,095
The largest trade debtor as at 30 June 2014 is the General Gumala Foundation.
b) Provision for Impairment of Receivables Note 8 Other Assets
Trade receivables are non-interest bearing and are generally on 30-60 day terms. A provision for impairment loss is recognised Parent Consolidated
when there is objective evidence that an individual trade receivable is impaired. No impairment loss is recognised for the
2013/14 ($) 2012/13 ($) 2013/14 ($) 2012/13 ($)
financial year. Each entity has been in direct contact with the relevant debtor and is satisfied that payment will be received in full.
Current
Other balances within trade and other receivables do not contain impaired assets and are not past due. It is expected that these Prepayments 30,080 132,471 85,906 132,470
other balances will be received when due. Bonds and Refundable Deposits 54,302 52,703 96,786 94,061
Interest Accrued on Bank Guarantees - - 34,164 -
c) Committed Funds Receivable
TOTAL OTHER ASSETS 84,382 185,174 216,856 226,531
Committed Funds Receivable relate to amounts receivable from the General Gumala Foundation for funds previously
recognised as a Contingent Asset. Refer to Note 21 for further details on the dissolution of the Contingency Fund. Non-Current
Bank Guarantees - - 3,215,459 2,455,049
d) Unpaid Present Entitlement from Subsidiary
TOTAL OTHER ASSETS - - 3,215,459 2,455,049
The balance of $1,951,022 at 30 June 2014 relates to the amount receivable from the Gumala Enterprises Trust in relation to
the profit distribution for the year ended 30 June 2014.

152


ICN 2744 l ABN 93 807 596 843 ICN 2744 l ABN 93 807 596 843

Movement in Carrying Amounts

Note 9 Investments in Subsidiaries at Cost
Movement in the carrying amount for each class of property, plant and equipment between the beginning and end of the current
financial year:
Parent Consolidated
2013/14 ($) 2012/13 ($) 2013/14 ($) 2012/13 ($) Parent 2014
Gumala Enterprises Pty Ltd 2 2 2 - Plant, Furniture Motor Computer
Total
and Equipment Vehicles Software
Gumala Investments Pty Ltd 1 1 1 1 ($)
($) ($) ($)
Gumala Advisory Pty Ltd 49 49 49 49
Balance at the beginning of the year 260,467 192,978 386,222 839,667
Gumala Tourism Pty Ltd - 2 - 2
Additions 69,891 58,462 13,064 141,417
ESS Gumala Pty Ltd - - 1,656,400 3,067,696
Disposals (18) - - (18)
Pilbara Light Vehicle Maintenance Pty Ltd - - 91,810 -
Depreciation expense (152,514) (66,172) (74,879) (293,565)
TOTAL INVESTMENTS AT COST 52 54 1,748,262 3,067,748
CARRYING AMOUNT AS AT 30 JUNE 2014 177,826 185,268 324,407 687,501
Parent 2013
Note 10 Property, Plant and Equipment
Plant, Furniture Motor Computer
Total
and Equipment Vehicles Software
Parent Consolidated ($)
($) ($) ($)
2013/14 ($) 2012/13 ($) 2013/14 ($) 2012/13 ($) Balance at the beginning of the year 339,335 188,281 341,787 869,403
Plant, Furniture and Equipment Additions 81,736 97,410 115,751 294,897
At cost 1,080,277 1,011,137 9,867,719 8,899,355 Disposals (1,175) (7,622) - (8,797)
Accumulated depreciation (902,451) (750,673) (7,342,225) (6,268,554) Depreciation expense (159,429) (85,091) (71,316) (315,836)
TOTAL PLANT, FURNITURE AND EQUIPMENT 177,826 260,464 2,525,494 2,630,801 CARRYING AMOUNT AS AT 30 JUNE 2013 260,467 192,978 386,222 839,667
Motor Vehicles
At cost 601,805 543,344 748,523 690,063
Accumulated depreciation (416,537) (350,366) (533,499) (448,988)
TOTAL MOTOR VEHICLES 185,268 192,978 215,024 241,075
Computer Software
At cost 574,347 561,284 574,347 561,284
Accumulated depreciation (249,940) (175,059) (249,940) (175,059)
TOTAL COMPUTER SOFTWARE 324,407 386,225 324,407 386,225
Buildings
At cost - - 533,817 506,409
Accumulated depreciation - - (311,654) (239,038)
TOTAL BUILDINGS - - 222,163 267,371
TOTAL PROPERTY, PLANT AND EQUIPMENT 687,501 839,667 3,287,088 3,525,472

154


ICN 2744 l ABN 93 807 596 843 ICN 2744 l ABN 93 807 596 843

Consolidated 2014 Note 11 Investment Property

Plant, Furniture
Motor Computer Buildings
and Equipment Total ($) Parent Consolidated
Vehicles ($) Software ($) ($)
($) 2013/14 ($) 2012/13 ($) 2013/14 ($) 2012/13 ($)
Balance at the beginning of the year 2,630,801 241,075 386,225 267,371 3,525,472 Balance at the beginning of the year 4,676,850 1,236,487 4,676,850 1,236,487
Additions 991,289 58,462 13,061 38,408 1,101,220 Additions 2,058,673 697,089 2,058,673 697,089
Disposals (22,236) - - (19,787) (42,023) Fair value adjustments - 2,743,274 - 2,743,274
Depreciation expense (1,074,360) (84,513) (74,879) (63,829) (1,297,581)
TOTAL INVESTMENT PROPERTY 6,735,523 4,676,850 6,735,523 4,676,850
CARRYING AMOUNT AS AT 30 JUNE 2014 2,525,494 215,024 324,407 222,163 3,287,088
The fair value model is applied to all investment property. Investment properties are independently revalued periodically. Values
Consolidated 2013 are based on an active liquid market and are performed by a registered independent valuer.
Plant, Furniture
Motor Computer Buildings
and Equipment Total ($)
Vehicles ($) Software ($) ($)
($) Note 12 Projects
Balance at the beginning of the year 2,427,032 254,716 341,787 287,453 3,310,988
Additions 1,762,279 97,410 115,751 38,796 2,014,236 Parent Consolidated
Disposals (557,005) (7,622) - - (564,627) 2013/14 ($) 2012/13 ($) 2013/14 ($) 2012/13 ($)
Depreciation expense (1,001,505) (103,429) (71,313) (58,878) (1,235,125) At cost 3,042,467 2,295,385 3,042,467 2,295,385
CARRYING AMOUNT AS AT 30 JUNE 2014 2,630,801 241,075 386,225 267,371 3,525,472 Accumulated depreciation (979,030) (314,394) (979,030) (314,394)
TOTAL PROJECTS 2,063,437 1,980,991 2,063,437 1,980,991
The amount capitalised in relation to Projects relate to assets purchased and constructed for community development purposes.
The community development projects include, but are not limited to:
 The Wirrilimarra Community Projects;
 The Lore Camp Upgrade; and
 The Wakathuni Early Childhood Centre.
a) Reconciliation Detailed Table
Parent Consolidated
2013/14 ($) 2012/13 ($) 2013/14 ($) 2012/13 ($)
Balance at the beginning of the year 1,980,991 1,759,733 1,980,991 1,759,733
Additions 451,493 535,652 451,493 535,652
Disposals - - - -
Depreciation expense (369,047) (314,394) (369,047) (314,394)
CLOSING BALANCE 2,063,437 1,980,991 2,063,437 1,980,991

156


ICN 2744 l ABN 93 807 596 843 ICN 2744 l ABN 93 807 596 843

Note 13 Trade and Other Payables Note 15 Other Liabilities
Parent Consolidated
Parent Consolidated
Note 2013/14 ($) 2012/13 ($) 2013/14 ($) 2012/13 ($)
2013/14 ($) 2012/13 ($) 2013/14 ($) 2012/13 ($)
Current
Trade Payables 1,690,632 1,553,964 3,541,244 2,627,634
Unexpended Committed Funds a) 4,857,075 1,849,387 4,857,075 1,849,388
Accrued Expenses 1,121,501 285,445 2,716,035 862,083
Unexpended Projects Funding 260,987 662,000 260,987 662,000
PAYG Liabilities 105,711 69,398 241,379 180,871
Unexpended Grant Funding 189,635 - 189,635 -
GST Liabilities - - 630,990 -
Insurance Liability - - - 93,881
Superannuation Payable 187,176 - 187,176 -
Hire Purchase Liability - - 257,514 -
Retentions Payable 78,344 35,087 78,344 313,487
TOTAL OTHER LIABILITIES 5,307,697 2,511,387 5,565,211 2,605,269
TOTAL TRADE AND OTHER PAYABLES a) 3,183,364 1,943,894 7,395,168 3,984,075
a) Financial Liabilities Classified as at Amortised Cost Non-Current

Hire Purchase Liability - - 499,908 319,709
Parent Consolidated
TOTAL OTHER LIABILITIES - - 499,908 319,709
2013/14 ($) 2012/13 ($) 2013/14 ($) 2012/13 ($)
a) Unexpended Committed Funds

Trade and Other Payables 3,183,364 1,943,894 7,395,168 3,984,075
Unexpended Committed Funds relates to funding from the General Gumala Foundation for which associated expenses have not
TOTAL FINANCIAL LIABILITIES CLASSIFIED AS AT
3,183,364 1,943,894 7,395,168 3,984,075 yet been incurred. This balance arises as a result of the GAC and GIPL Boards' decision to dissolve the Contingency Fund. Refer
AMORTISED COST
to Note 21 for further details on the dissolution of the Contingency Fund.
Note 16 Amounts Owing to Related Parties

Note 14 Provisions
Parent Consolidated
Parent Consolidated
Note 2013/14 ($) 2012/13 ($) 2013/14 ($) 2012/13 ($)
Note 2013/14 ($) 2012/13 ($) 2013/14 ($) 2012/13 ($)
Current
Current
Georgiou Group - - 515,095 -
Employee benefits - Annual Leave and Sick Leave a) 298,849 245,029 558,083 467,227
Unpaid Present Entitlements - GGF a) - - 639,198 -
Employee benefits - Long service leave 72,025 69,900 72,025 69,900
TOTAL AMOUNTS OWING TO RELATED PARTIES (CURRENT) - - 1,154,293 -
TOTAL CURRENT PROVISIONS 370,874 314,929 630,108 537,127
Non-Current
Non-Current
Unpaid Present Entitlements - GGF a) - - 4,427,376 400,000
Employee benefits - Long service leave 87,584 82,938 184,087 196,781
TOTAL AMOUNTS OWING TO RELATED PARTIES (CURRENT) - - 4,427,376 400,000
TOTAL NON -CURRENT PROVISIONS 87,584 82,938 184,087 196,781
a) Unpaid Present Entitlements – GGF

a) Employee Benefits – Annual and Sick Leave
Unpaid Present Entitlements relate to the current and prior financial year profits distributed to the beneficiaries of the Trust.
In accordance with AASB 119 Employee Benefits, sick leave is only provided for in relation to GEPL employees who are
employed under the terms of the Yandi Sustaining Project CCI Agreement.
37

158


ICN 2744 l ABN 93 807 596 843 ICN 2744 l ABN 93 807 596 843

Note 18 Cash Flow Information

Note 17 Equity
Parent Consolidated
Parent Consolidated
2013/14 ($) 2012/13 ($) 2013/14 ($) 2012/13 ($)
Note 2013/14 ($) 2012/13 ($) 2013/14 ($) 2012/13 ($)
Profit for the year 1,699,289 4,838,657 3,686,319 7,198,206
Retained Earnings 7,499,226 4,603,733 7,499,226 4,603,733
External Funds Surplus Reserve a) 1,342,257 2,538,461 1,342,257 2,538,461
Cash flows excluded from profit attributable to operating
Committed Funds Reserve - - - - activities:
Asset Revaluation Reserve b) 2,743,274 2,743,274 2,743,274 2,743,274
Non-Controlling Interest c) - - 7,619,364 10,662,896 Non-cash flows in profit
TOTAL EQUITY 11,584,757 9,885,468 19,204,121 20,548,364 Depreciation 661,888 630,229 1,664,458 1,549,519
Net (gain)/loss on disposal of Property, Plant and Equipment (17,364) - (17,364) -
a) External Funds Surplus Reserve Provision for Doubtful Debts - (1,119,991) (1,310) (1,028,815)
The external funds surplus reserve represents funding and related expenditure (that GAC has received and incurred respectively) Impairment Loss Reversed - (2,743,274) 39,926 (2,743,274)
from sources other than General Gumala Foundation. The transfer of these funds to a separate reserve on an annual basis Current portion of intercompany loan - 479,332 - 479,332
provides clear delineation between General Gumala Foundation and external funding. Intercompany management fees - - - 56,111
Unpaid Profit Distribution from Subsidiary (1,987,033) - - (72,231)
b) Asset Revaluation Reserve Share of profit from joint venture - - (2,068,673) (2,098,496)
The Asset Revaluation Reserve represents the increase in fair value of the Karijini Eco Retreat as at 30 June 2013. A valuation
Change in Assets and Liabilities
was conducted by professional qualified valuers, AssetVal Pty Ltd, of the buildings and plant and equipment of Karijini Eco Retreat
owned by Gumala Aboriginal Corporation. (Increase)/Decrease in Trade and Other Receivables (7,011,027) 819,775 (9,022,664) 2,070,061
(Increase)/Decrease in Prepayments and Deposits 100,792 (53,037) 66,127 (64,137)
c) Non-Controlling Interest (Increase)/Decrease in Inventories - - (1,780,061) (726,379)
Increase/(Decrease) in Trade and Other Payables 1,239,470 (350,878) 4,016,986 (1,157,842)
The Non-Controlling Interest relates to the interest in Gumala Enterprises Trust.
Increase/(Decrease) in Provisions 60,590 109,108 80,287 52,404
Increase/(Decrease) in Other Liabilities 4,645,697 2,416,389 4,645,697 2,701,484
Increase/(Decrease) in Other - (27,949) - (27,949)
CASH FLOW FROM OPERATIONS (607,698) 4,998,361 1,309,728 6,187,994
Note 19 Auditor’s Remuneration
Parent Consolidated
2013/14 ($) 2012/13 ($) 2013/14 ($) 2012/13 ($)
Byfields
Audit 46,000 35,000 117,200 108,000
Accounting Assistance 19,500 - 24,000 4,500
Ernst & Young

Audit - - 3,500 -
TOTAL AUDITOR'S REMUNERATION 65,500 35,000 144,700 112,500
38 39

160


ICN 2744 l ABN 93 807 596 843
Year Ended 30 June 2014 ICN 2744 l ABN 93 807 596 843


Note 20 Capital and Leasing Commitments
Note 23 Economic Dependency
Non-cancellable operating leases contracted for, but not capitalised in the financial statements.
Whilst the Corporation is exploring additional sources of funding, it currently relies almost exclusively on the continued financial
Parent Consolidated support via grant funding from the General Gumala Foundation. The 2014/15 Budget has been approved in principle by the
2013/14 ($) 2012/13 ($) 2013/14 ($) 2012/13 ($) General Gumala Foundation Board, subject to reviews at the end of each quarter that ensure implementation of the new funding
formula which replaced forecast budgeting with cash only budgeting and which took effect from 1 October 2014.
Payable - minimum lease payments less than 12 months
275,518 275,518 721,218 275,518
TOTAL LEASE COMMITMENTS 275,518 275,518 721,218 275,518

Note 24 Corporation Details
The Corporation has entered into commercial leases for rental properties. There are no restrictions placed upon the lessee by
The registered office and principal place of business of the Corporation is:
entering into these leases.
Note 21 Contingent Assets and Contingent Liabilities 1 Stadium Road
Tom Price
Contingent assets are possible assets that arise from past events and whose existence will be confirmed only by the occurrence Western Australia 6751
or non-occurrence of one or more uncertain future events not wholly within the control of GAC. Contingent assets are assessed Australia
continually and, if they become certain that an inflow of economic benefits will arise, the asset and the related income are
The administration office of the Corporation is:
recognised in the financial statements in the period that the change from "probable" to "certain" occurs.
As at 30 June 2013, a contingent asset of $13,152,256 was disclosed in relation to the Contingency Fund which was comprised of Level 1, 165 Adelaide Terrace
funds that GAC may draw upon in future income years to fund projects outside of the operational budget. Access to these funds East Perth
was contingent on approval from the Trustee on a case by case basis. Western Australia 6004
Australia
As at 30 June 2014, the funds previously recognised as a contingent asset have been recognised as Committed Funds in the
Statement of Financial Position ($4,857,075) as agreed between the GAC and Trustee Boards.
There were no contingent liabilities in existence at the end of the current financial year.
Note 22 Events After the End of the Reporting Period
In July 2014, the integration between GAC and GEPL was completed with the consolidation of various shared services functions,
including HR, Finance, IT and Facilities management, which also resulted in the termination of various management roles.
In August 2014, GAC received a cash distribution of $639,198 from GEPL in relation to the financial year ended 30 June 2014.
There has been significant movement in the iron-ore price which has resulted in a recalibration of GAC activities in response to
income being delivered under the Yandi Land Use Agreement.
In approximately August 2014, GEPL commenced an independent analysis of previous contracts with respect to factors such as
project management, administration, approvals, operational costs and budget variance with a view to identifying management
deficiencies, cost saving measures and GEPL’s capacity to maximise profitability in the future. The independent analysis is
ongoing.
Other than noted in the preceding paragraphs, no matters or circumstances have arisen since the end of the financial year which
significantly affected or could significantly affect the operations of the Corporation, the results of those operations or the state of
affairs of the Corporations in future financial years.
40
41

162

Perth Office
Gumala Aboriginal Corporation 30 Keymer Street, Belmont WA 6104

ICN 2744 l ABN 93 807 596 843 PO Box 1202, Cloverdale WA 6985
Year Ended 30 June 2014 T (08) 6274 6400
F (08) 9475 0596

Directors’ Declaration
The Directors of the Corporation declare that: ABN 93 807 596 843
1. The consolidated financial statements and accompanying notes are in accordance with the Corporations (Aboriginal Independent Audit Report to the members of Gumala Aboriginal Corporation
and Torres Strait Islanders) Act 2006 and:
Report on the Consolidated Financial Statements
(a) comply with Accounting Standards; and
We have audited the accompanying consolidated financial statements of Gumala Aboriginal
(b) give a true and fair view of the financial position as at 30 June 2014 and of the performance for the year ended Corporation (the corporation), which comprises the consolidated statement of financial position
30 June 2014. as at 30 June 2014, consolidated statement of comprehensive income, consolidated statement
of changes in equity and consolidated statement of cash flows for the year ended on that date, a
2. In the Directors' opinion, there are reasonable grounds to believe that the Corporation will be able to pay its debts as summary of significant accounting policies, other explanatory notes and the directors'
declaration.
and when they become due and payable.
Director's Responsibility for the Consolidated Financial Statements
This declaration is made in accordance with a resolution of the Board of Directors.
The Directors of the corporation are responsible for the preparation and fair presentation of the
consolidated financial statements in accordance with Australian Accounting Standards (including
the Australian Accounting Interpretations) and the Corporations (Aboriginal and Torres Strait
Islanders) Act 2006. This responsibility includes designing, implementing and maintaining
internal controls relevant to the preparation and fair presentation of the consolidated financial
statements that is free from material misstatement, whether due to fraud or error; selecting and
applying appropriate accounting policies; and making accounting estimates that are reasonable
in the circumstances.
Director: Auditor's Responsibility
Chairman – Charles Smith Our responsibility is to express an opinion on the consolidated financial statements based on our
audit. We conducted our audit in accordance with Australian Auditing Standards. These
Dated this 17th day of November 2014 standards require that we comply with relevant ethical requirements relating to audit
engagements and plan and perform the audit to obtain reasonable assurance whether the
consolidated financial statements are free from material misstatement.
An audit involves performing procedures to obtain audit evidence about the amounts and
disclosures in the consolidated financial statements. The procedures selected depend on the
auditor’s judgement, including the assessment of the risks of material misstatement of the
consolidated financial statements, whether due to fraud or error. In making those risk
assessments, the auditor considers internal controls relevant to the corporation's preparation and
fair presentation of the consolidated financial statements in order to design audit procedures that
are appropriate in the circumstances, but not for the purpose of expressing an opinion on the
effectiveness of the entity’s internal controls. An audit also includes evaluating the
appropriateness of accounting policies used and the reasonableness of accounting estimates
made by the Directors, as well as evaluating the overall presentation of the consolidated financial
statements.
We believe that the audit evidence we have obtained is sufficient and appropriate to provide a
basis for our audit opinion.
42
www.byfields.com.au
164
Independence
In conducting our audit, we have complied with the independence requirements of the
Corporations (Aboriginal and Torres Strait Islanders) Act 2006.
Auditor’s Opinion
In our opinion, the consolidated financial statements of Gumala Aboriginal Corporation is in

accordance with the Corporations (Aboriginal and Torres Strait Islanders) Act 2006 including:
i) giving a true and fair view of the entity’s consolidated financial position as at 30 June 2014
and of their performance for the year ended on that date; and
ii) complying with Australian Accounting Standards (including the Australian Accounting
Interpretations).
LEANNE KERRY OLIVER

Director
Dated at Perth, Western Australia this 18th Day of November 2014
166
gumala
enterprises
Pty Ltd
TABLE OF CONTENTS
GEPL Overview 170
GEPL Directors 171
GEPL Contracting Arm 172-175
ESS Gumala Joint Venture 176-177
Karijini Eco-Retreat 178-179
Traditional Owner Employment & Training 180
GEPL Governance 181
Commitment to Safety & Environment 182-183
Ernst & Young Review of GEPL 184-185
GEPL Audited Financial Report 186-214
168
GumALA EntErPrISES pty ltd
DIrECtorS
GEPL Traditional Owner Directors provide value expertise in the development of GEPL’s
Indigenous Employment Policies and General Strategies. The Traditional Owner Directors
ensure that GEPL’s strategic direction is aligned with Traditional Owner expectations.
INDEPENDENT DIRECTORS
John Lillywhite
John is an experienced commercial business person, specialising in utility services and projects. His career
commenced in the telecommunications sector with telstra in 1974. during the following 22 years with telstra,
John combined work and study. He received bachelor and post-graduate qualifications in commerce and
business, working and living in several states of Australia, and overseas in the uSA, Saudi Arabia, Poland and
india.
GumALA EntErPrISES pty ltd Walter Staltari

Walter has over 20 years corporate tax experience with a particular focus on the resources industry. Walter is a
overview
certified Practicing Accountant and a chartered tax Advisor.
GEPL is Gumala Aboriginal Corporations NON-INDEPENDENT DIRECTORS

business arm and is regulated by ASIC. The
GAC Board is made up of 3 Traditional Owner
Directors (Nyiyaparli, Banyjima and Innawonga Stuart Ingie Snr
Director), 2 Independent Directors, and a GAC Stuart is the former GAc chairman, a member of the Lore and culture committee, and a Gumala
representative ESS GumALA - 40% Enterprises Pty Ltd (GEPL) director. Stuart is a well-respected innawonga Elder. He was born at mt
Joint VEnturE Stuart Station near onslow and currently lives in Bellary Springs community.
PArtnEr
Karen Tommy
Karen is a former Gumala Enterprises Pty Ltd (GEPL) director, and was first appointed as a director
on the Gumala Aboriginal corporation Board in 2008 and was re-elected in both 2012 and 2013. She
takes great pleasure in being part of the Board of directors’ decision-making process. Her dream is
GumALA for Gumala members to take on more significant roles in the running of the organisation.
GumALA
contrActinG
EntErPriSES
Pty Ltd Natalie Parker
natalie Parker is a nyiyaparli traditional owner from the youngaleena community. natalie has
previously been elected a GAc director.
KAriJini Eco Steve Mav

rEtrEAt Steve resides in the mining town of tom Price in the Pilbara. Steve has previous professional
100% oWnEr experience in business management, local government and the not-for-profit sector. Steve holds
BuSinESS oVErViEW oF GumALA EntErPriSES Pty Ltd tertiary qualifications including a master of Business Administration (mBA) from the London School
of Economics, new york university Stern School of Business and HEc School of management (Paris).
GUMALA ENTERPRISES CONTRACTING ARM GUMALA ENTERPRISES CONTRACTING ARM
During 2013-14 GEPL was

involved in providing the
following services:
• Bulk Earthworks • Drafting and Rail Design
• Plant Equipment Hire • Training and Assessing
• Logistics • Indigenous Engagement
• Heavy Vehicle Maintenance • Indigenous Heritage Surveys
A Closer Alignment •
•
Tyre Shop
Mechanical Repairs
• Light Vehicle (Mine Spec)
Maintenance
between GAC and GEPL • Trade and Maintenance

Teams
A 2013 GEPL Review conducted by Ernst & Young highlighted the value of a closer • Waste Control
strategic alignment between GAC and GEPL.
Benefits of a GAC-GEPL alignment include:


GEPL operations directly satisfying the objectives of the General Gumala Foundation Trust
Deed and GAC’s strategic objectives
 GEPL having a competitive advantage in Joint Venture negotiations
 GEPL drawing upon GAC’s existing capacity


GEPL becoming an operational business with low capital requirements (e.g. providing
Traditional Owner trainees for partners)
2013-14 was a year of transition whereby GAC and GEPL commenced the process of creating an effective
and cost-efficient strategic alignment. As per the recommendations of the Ernst & Young review, a new
organisational structure was approved by the GEPL Board whereby the GEPL commercial arm reports directly to
the GAC CEO in his capacity as GEPL Managing Director.
A consequence of the new GAC-GEPL alignment was the implementation of a new criterion for being involved
in a Joint Venture partnership. A criterion for GEPL entering into a Joint Venture partnership is a commitment to
actively work with both GAC and GEPL to empower Traditional Owners communities. Indigenous business and
employment targets exist because it is widely recognised that Indigenous Australians will be empowered by
employment, training and business opportunities.
GEPL is seeking to obtain a competitive advantage by having the value adding proposition of being a partner
organisation that provides direct benefits to Traditional Owners. Businesses who work closely with GEPL will
be assured that their investment with an Indigenous corporation will result in direct benefits and life changing
opportunities for Traditional Owners.
172
GUMALA ENTERPRISES CONTRACTING ARM GUMALA ENTERPRISES CONTRACTING ARM
2013-14 contracts
Rio Tinto GEPL signed a contract for over $12 million with Calibre as Rio Tinto’s
Engineering, Procurement, and Construction Management (EPCM) to Shire of Ashburton GEPL’s first project with the new management at the Shire of Ashburton.
(Yandicoogina Mine Site)
provide services for the Rio Tinto Yandi Sustaining Project. Under the terms GEPL supplied labour, equipment, concrete products, steel reinforcement
of this contract GEPL provided additional works to the scope of a Yandi (for pre-cast footings) and other miscellaneous requirements to
Sustaining Project contract that was awarded in 2012-13. successfully complete the installation of the Shire of Ashburton Shire signs.
Signs were installed in Shire of Ashburton locations that include Onslow,
As per the process outlined in the YLUA, the Yandicoogina contract
Paraburdoo and Pannawonica. The Shire of Ashburton contract provided
materialised after Rio Tinto via the Monitoring & Liaison Committee invited
an opportunity for GEPL to have a community services presence outside of
GEPL to tender for the opportunity.
Tom Price.
A traffic management plan was also developed for the Shire of Ashburton
roads.
Rio Tinto Awarded Western Turner Brockman Bulk Earthworks Project which
produced over $13 million in revenue for works including:
(Western Turner Brockman Site)
• Maintenance and road watering services; Serviced Truck Fuelling/ GGF Related Gumala Aboriginal Corporation Home Renovations and Maintenance
Servicing Plant; Provided Waste Removal from EPCM Facilities; General Program
Site Clean-up; Traffic Management and Boom Gate Operations; GEPL provided an induction and additional training for the GAC Home
Supplied Facilities And Equipment; Provided Training Services Renovation & Maintenance Team. GEPL also arranged for the Team to
• Maintenance on existing dewatering infrastructure bores. undertake Rio Tinto training and inductions to ensure compliance and
have access to work on any Rio Tinto site.
GEPL also contributed to a Scope of Works at Western Turner Brockman
for Dewatering Production in conjunction with providing Water Supply Karijini Eco-Retreat
to Western Turner Syncline Mine site. GEPL’s contribution to this GEPL provided construction expertise for the KER capital works project
work included the provision of labour, supervision, project and safety
management, permanent and temporary materials, consumables, tools, Gumala Tom Price Depot
equipment, machinery, on site transportation, hazard assessment, permits,
Perform maintenance on Heavy and Light Vehicles
mobilization and demobilization.
As per the process outlined in the YLUA, the Western Turner Brockman
contract materialised after Rio Tinto via the Monitoring & Liaison
Committee invited GEPL to tender for the opportunity.
174
ESS Gumala
60+40
Joint Venture 60% Compass
Group share
2013-14 Achievements
1. Gumala Enterprises, as a 40% joint venture partner, received $1,996,863 in profit
distributions from ESS Gumala
2. ESS Gumala was the largest provider of catering and support services in the Pilbara and
the third largest catering company in Western Australia
GEPL is a 40% partner in the ESS Gumala Joint
Venture with the Compass Group. The ESS 3. The Compass Group worked closely with GAC and GEPL to provide Traditional Owners
Gumala Joint Venture was signed in 1998, with employment/training opportunities at ESS Gumala and also at other Compass Group
soon after the signing of the Yandi Land Use divisions.
Agreement.
ESS Gumala was Australia’s first Indigenous
Hospitality Joint Venture. ESS Gumala can be 40% GEPL share
differentiated from the GEPL Contracting business
because ESS Gumala is actively managed by the
Compass Group.
Services provided by ESS Gumala In 2013-14 ESS Gumala provided

include: high quality services for the
following client sites managed
• Security
by the Compass Group:
• Catering
• Rocklea Palms
• Cleaning
• Kurra Kulli
• Gardening
• Paraburdoo G&C
• Health & Lifestyle
Coordination • Titree
• In-flight/administration
176
Karijini Eco-retreat
2013-14 ACHIEVEMEnTS
Strategic Direction
• new 2015-17 KEr Business
Plan
• Employment of a GAc
Karijini Eco Retreat (KER) is an funded KEr & tourism
environmentally friendly Retreat and Services manager
Campground, nested in the pristine • Greater involvement by
bushland at Joffre Gorge in the heart of traditional owners in
the Karijini National Park. KEr through potential
KEr is 100% owned by GEPL. GEPL has partnered training and Employment
with the Eco company (a fully owned subsidiary PORT HEDLAND opportunities
MINGALATHURNDU
of the Hospitality company) who is the KEr KARRATHA SOUTH • identification of
management company and icon tourism who HEDLAND
Gumala traditional
provides tourism consultancy advice. owners interested in
the Karijini national Park is the second largest WIRRILLIMARA participating in KEr
national park in Western Australia. Located in the
YOUNGALEENA business development
Pilbara region of the state and just north of the
ONSLOW
TOM PRICE opportunities.
KARIJINI
FIVE MILE
tropic of capricorn, the area has a tropical semi- PEEDAMULLA STATION WAKUTHUNI NATIONAL
PARK
BARDULUNHA
desert climate. WESTSIDE/NGUMEE NGU NEWMAN KAriJini Eco rEtrEAt StAFF

BELLARY SPRINGS
Capital Works
A MORE ALIGnED APPROACH
PARABURDOO
• indigenous cultural
the GEPL Board approved a new Business plan for Amphitheatre completed
2015-17 a new business plan was developed by icon in november 2014,
designed to facilitate
tourism.
Gumala traditional
the new business plan reflects the greater alignment owners participating in
between GEPL and GAc and the long-term objective
KARIJINI
ECO RETREAT tourism opportunities (e.g.
of actively involving traditional owners in KEr. the indigenous tours, cultural
events)
pillars of the new KEr business plan:
• major repairs completed
• Sustainability (power and water)
KARIJINI
• to Employment NATIONAL
PARK • new Assets (Staff quarters,
• to micro tourism Business student accommodation,
• Education Vision and Amphitheatre and Eco dorm cabins)
• Gumala direct involvement and
control
KARIJINI
VISITOR’S cuLturAL StoriES From GumALA mEmBEr timotHy PArKEr to
• Social and Economic dividends
CENTRE
touriStS At tHE KAriJini Eco rEtrEAt
traditional owner gumala enterprises PtY LtD
Employment & training Governance Karijini Eco Retreat Capital Works Committee
As a 100% Indigenous Owned Profit-Orientated entity the Karijini Eco-retreat capital Works committee was established
GEPL has a strong commitment to support Traditional Owner Employment and GEPL faces unique governance challenges. 2013-14 key on the 1st June 2013 as part of the GAc-GEPL strategic alignment.
respecting Traditional Owner Culture. GEPL employed 7 Gumala Traditional Owners GEPL Governance initiatives are listed below: the committee is responsible for overseeing and completing
who were supported by GAC under the Traditional Owner Capacity Building outstanding and future capital Works at KEr. the committee was
Strategy (TOCBS), including 5 Traditional Owners who undertook traineeships made up of representatives from GAc, GEPL, icon tourism and the
through GEPL. ESS Gumala Joint Venture Board Eco company.
the traditional owners trainees were supported by the GAc employment and training team. the ESS Gumala Joint Venture Board oversees the strategic
direction of ESS Gumala. the Board consists of representatives
from the compass Group and GEPL. Key GEPL Governance Documents
GEPL Audit & Risk Committee • corporations Act 2001

• Gumala Enterprises trust (GEt) deed
The core values EnGAGinG with traditional owners at all levels to build in 2013/14 the GEPL had an operational Audit & risk committee.
the GEPL Audit & risk committee assists the GEPL Board by • GEPL Articles of Association
outlined in the TOCBS mutually beneficial, accountable relationships and fostering trust reviewing financial and governance risks. the Audit & risk
committee evaluates the GEPL internal control framework, • ESS Gumala Articles of Association
Statement of Principles between all stakeholders.
overseeing financial and governance matters including: • ESS Gumala Shareholders’ Agreement (GEPL & compass
are: A commitmEnt to building and strengthen the capabilities • Financial reports catering)
and capacity of traditional owners by developing their skills • cash distributions Policy
• internal controls over financial reporting
and competences; and creating, establishing and advancing
• Working with external auditors to meet important audit
employment and training opportunities, within and outside of the
requirements GEPL Strategic Planning Documents
organisation.
• Assessing and making decisions in relation to risk • 2012-2014 Business Plan
management throughout the organisation
SuPPortinG and EncourAGinG traditional owners to • Karijini Eco retreat management Plan
achieve success on their journey • Addressing matters of compliance
EmPoWErinG and inSPirinG traditional owners towards

self-determination.
Commitment to the Safety Occupational Health
& Environment & Safety GEPL lost time Record:
2013-14 – zero hours;
GEPL requires all employees, subcontractors, clients and the public 2012-13 zero hours
75+7 38+3
In July 2013 the Construction Services Group prepared a preliminary information booklet for contractors entering a GEPL site have demonstrated the required level of training/
tendering or engaging in construction work on the Yandi Sustaining Project. qualifications to carry out all work safely and to minimise environmental
impact.
In 2013-14 GEPL
The Gumala Enterprises Pty Ltd Enterprise Agreement which was negotiated in 2012 is also still operative. GEPL is proud of the
achievement of not having ever had any lost time arising from industrial actions.
GEPL proactively evaluates, identify specific training, licensing and certification require- reported 8 first aid
ments. All employees are inducted with relevant safety and communication information.
GEPL has achieved certification for meeting AS/NZS ISO 4801:2001, Occupational health cases
Total Employees and safety systems by external auditors, Davis Landon Certification Services.
Where required health surveillance processes are employed to ensure that there are no
75 environmental factors (hazards or substances influencing our employees) resulting in an
increased risk to employees, subcontractors, clients and the public.
Total Employees
38
Human Resources Related
Policies
Environmental Policies
• Equal Opportunity and Anti- For Traditional Owners, caring for country is very important. Gumala Enterprise is committed to reducing
Gumala Discrimination Policy the potential environmental impact of operations and complies with all relevant legislation, regulations and
Traditional Gumala standards while delivering quality services that meet the contractual requirements of customers.
Traditional • Workplace Bullying Policy
Owners GEPL also promotes caring for country through cultural awareness capabilities, which is a service that can also be offered to Joint Ven-
Owners • Worker Privacy Policy ture partners and clients.
7 • Employee Training &
The GEPL Environmental Policy requires GEPL to
3 Development Policy
1. Assess Eco-footprints to identify environmental impacts
2. Identify waste streams and options for effective waste management
3. Conserve energy through the purchase of green options
4. Preserve and conserve waterways
5. Ensure adequate emergency planning
June 2014 June 2013 6. Seek appropriate licenses/permits from State Environmental Protection Agencies and other relevant authorities
In 2013-14 GEPL reported 6 environmental incidents (e.g. tap left on in toilet; overflow from a service truck)
182
Independent Review Recommendations
Recommendation Actioned or in process of being actioned
Being considered
Not currently being considered
Key Recommendations Status
Sector Diversification – In 2013-14 under the strategic alignment GEPL provided

establish a framework to identify cultural awareness training, and began the task of
new sectors more aligned with developing Indigenous Tourism opportunities at Karijini
GEPL’s competitive advantage. Eco-Retreat. There potential for an even stronger result
in 2014-15. For example, there is scope for GEPL to
commercially partner with GAC Housing Maintenance &
Renovations team.
Growth Model – target growth A general rule is that greater outcomes can be achieved
through a JV centred operating and risks mitigated with a robust partnership model.
model A criterion for GEPL entering into a Joint Venture
partnership is a commitment to actively work with
both GEPL and GAC to empower Traditional Owners
communities. It is proposed that such an approach will
deliver a competitive advantage for GEPL when seeking
Joint Venture Partners.
Strategic Alignment – to improve • The GAC CEO /GEPL MD role ensures that these two
the quantity and quality of training organisations are strategically aligned
programs to assist GAC in achieving
strategic objectives • The GAC Employment & Training Team provide
proactive support the GEPL Traditional Owner
Employees, and has also worked closely with the
Karijini Eco-Retreat and the Compass Group Australia
(on ESS Gumala Joint Venture)
• GAC and GEPL both participate in the Traditional
Owner Capacity Building Strategy
• GAC and GEPL have worked closely together to
Review of Gumala
involve Traditional Owners in Karijini Eco-Retreat
• In 2013-14, GEPL and GAC signed a shared service
agreement to formalise the Integrated Corporate
Services model. The consolidation of corporate
services has resulted in a more streamlined
Enterprises Pty Ltd

administrative service model and significant cost
savings.
• The new ERP system will achieve additional
efficiencies
On the 22nd January 2013 independent consultants Ernst & Young

completed an extensive review of GEPL. The review focused solely
on the Gumala Contracting business (not KER or ESS Gumala) and Structure – adjust organisational Under the signed GEPL
presented 4 key recommendations. structure to improve governance, and GAC shared service
decision-making efficiency and agreement, GAC will
The Independent Review recommended the strategic and operational alignment transparency, streamline GAC-GEPL provide governance
of GEPL with GAC. To ensure this alignment the GAC CEO has also undertaken governance capabilities to GEPL,
the GEPL MD role. Since June 2014, the GAC CEO/GEPL MD has become actively and will ensure that
involved in the day-to-day operations and control of GEPL’s business arm and is GAC-GEPL governance
driving the implementation of the Independent Review Recommendations. is streamlined and
efficient.
184
Gumala Enterprises Pty Ltd as Trustee for the Gumala Enterprises Trust
ABN 95 079 982 988
ABN 95 079 982 988 Year Ended 30 June 2014

Gumala Enterprises Pty Ltd Information

ABN 95 079 982 988

Directors
John Lillywhite (Chair)
Walter Staltari
Stuart Ingie Snr
Karen Tommy
Gumala Enterprises Pty Ltd Natalie Parker (Deputy Chair)
Steve Mav (Managing Director)
As Trustee for the Gumala Enterprises Trust
ACN 079 982 988 Company Secretary
Walter Staltari
Registered Office
Financial Statements 1 Stadium Road
Tom Price WA 6751
Tel: +61 8 9219 4500
Fax: +61 8 9219 4555

Auditors
Contents Page Byfields
30 Keymer Street
 Directors’ Report
188 - 182 Belmont WA 6104
 Auditor’s Independence Declaration 193 Tel: +61 8 6274 6400
 Statement of Comprehensive Income 194 Fax: +61 8 9475 0596
 Statement of Financial Position 195
 Statement of Changes in Equity Website
196
www.gumala.com.au/gumala‐enterprises/
 Statement of Cash Flows 197

 Notes to the Financial Statements 198 - 211
212
 Directors’ Declaration
 Independent Audit Report
213 - 214

186
ABN 95 079 982 988
Year Ended 30 June 2014 ABN 95 079 982 988

Directors’ Report by GEPL Chairman John Lillywhite
Directors’ Report Continued
GEPL Director Summary Information Operating Results
Our Directors present their report, together with the financial statements of the Trust, for the financial year ended Commentary on the operating results for the Gumala Enterprises Trust (“GET”) is presented below.
30 June 2014.
Summary of Director’s Term Summary of Board Attendance Gumala Enterprises Trust (GET)
Term of Office Position on Board Number of Number of Operating Surplus
Meetings Eligible Meetings
to Attend Attended The net profit for the 2013-14 financial year was $3,974,063. It is pertinent to note, however, that $2,068,673
of the GET net profit relates to distributions received from joint venture arrangements.
Independent Directors
John Lillywhite 22 March 2013 - Current Chairperson 8 8 2013/14 2012/13

Walter Staltari 22 March 2013 - Current Secretary 8 8 Contracting Income 32,874,973 21,182,145
Contracting Cost of Sales (27,968,756) (17,919,629)
Non-Independent Directors
Contracting Gross Profit 4,906,217 3,262,516
Stuart Ingie Snr Reappointed Innawonga Director Karijini Eco Retreat Income 2,151,844 2,166,769
8 7
1 July 2013 - Current Karijini Eco Retreat Cost of Sales (613,777) (583,409)
Karijini Eco Retreat Gross Profit 1,538,067 1,583,360
Karen Tommy Reappointed Banyjima Director
8 6 Other Income 348,541 1,804,285
1 July 2013 - Current
Share of Profit from Joint Ventures 2,068,673 2,098,496
Natalie Parker Reappointed Nyiyaparli Director Employee Benefits Expense (2,645,991) (2,947,579)
8 7
(Deputy Chairperson) Administrative Expenses (2,241,444) (2,321,539)
1 July 2013 - Current
3,974,063 3,479,539
Steve Mav 26 February 2013 – Current Managing Director 8 6

Note: In 2013/14 there were 8 GEPL Board Meetings
Key GET Highlights
In July 2013 Gumala Contracting entered into a Yandicoogina mine servicing contract with Rio Tinto for over
$12m.
Remuneration Superannuation TOTAL Dates Received Director GEPL as a 40% joint venture partner received more than $2m in profit distributions from ESS Gumala.
Name
Received ($) Received ($) ($) Remuneration During 2013/14
Independent consultants Ernst & Young completed an extensive review of GEPL. The review recommended
John Lillywhite 66,500 6,137 72,637 1 Jul 13 – 30 Jun 14 the strategic and operational alignment of GEPL with Gumala Aboriginal Corporation (GAC). To ensure this
alignment the GAC CEO has undertaken the GEPL Managing Director (MD) role. The GAC CEO/GEPL MD
Walter Staltari 39,250 3,623 42,873 1 Jul 13 – 30 Jun 14
has become actively involved in the day-to-day operations of GEPL’s business arm and is driving the
Stuart Ingie (Snr) 36,100 3,332 39,432 1 Jul 13 – 30 Jun 14 implementation of the Independent Review recommendations.
Karen Tommy 35,000 3,230 38,230 1 Jul 13 – 30 Jun 14 Gumala Enterprises made the first ever cash distribution to GAC and Gumala Investments Pty Ltd (GIPL).
Natalie Parker 36,341 3,378 39,719 1 Jul 13 – 30 Jun 14 GEPL employed 7 Gumala Traditional Owners who were supported by GAC under the Traditional Owner
Steve Mav 0 0 0 1 Jul 13 – 30 Jun 14 Capacity Building Strategy (TOCBS), including 5 Traditional Owners who undertook traineeships through
GEPL.
TOTAL 213,190 19,700 232,891
GEPL employed Gumala Traditional Owner Traineeships who were supported by GAC under the TOCBS.
Note 1: GEPL Directors were not paid any additional performance bonuses or provided with any other incentives.
Note 2: The table refers to actual remuneration received. It does not include costs incurred by GEPL for travel related expenses and Significant Changes in State of Affairs
allowances.
Over $700k in management cost savings were achieved by the abolition of the following GEPL management
positions: Chief Operating Officer – Commercial, General Manager – Contracting Services, and Operations
Manager.
188
Gumala Enterprises Pty Ltd as Trustee for the Gumala Enterprises Trust ABN 95 079 982 988
ABN 95 079 982 988


Board Committee Meetings
A new Enterprise Resource Planning (ERP) System is being rolled out across the three Gumala entities.
In 2013/14 FY, the following GEPL Committee was operational:
While GAC, GEPL and GIPL will use the ERP system independently, all ERP functions and data will be easily
integrated and reconciled. The ERP system will fully integrate the existing Gumala Information System (GIS),  Audit & Risk Committee
a custom-built, fundamental technology, the cornerstone of the Member Services Team in their interactions
Compensation of Key Management Personnel
with the Membership. The new system will see improved operational efficiencies and synergies across the
groups.
2013/14 ($) 2012/13 ($)
Directors 232,891 186,283
Principal Activities
Key Management Personnel 1,549,562 *(10) 1,208,269 *(6)
Mine contracting services, bulk earthworks, tourism services, project management and logistics to achieve Total 1,782,453 1,394,552
financial and social benefits for the Traditional Owners. * Number in brackets represents the number of Key Management Personnel employed during the year
Key Management Personnel (in alphabetical order)

Other Items
After Balance Date Events Name Title
In July 2014, the integration of GAC and GEPL corporate service functions was completed, with the abolition *Jose Castillo Executive General Manager - Contracting Services GEPL
of various management roles. Under a service agreement GAC provides GEPL with Human Resources, Fleming Chamapiwa Executive Manager - Yandi Projects GEPL
Finance, Information Technology, Public Relations & Communications and General Facilities Management *James Collier Project Controls Engineer GEPL
capabilities.
*Stewart Collis HSE Manager GEPL
On 11 August 2014, GEPL made a cash distribution of $1,278,396 (split equally between GAC and GIPL) that *Christopher Martin Operations Manager GEPL
was associated with a dividend from the financial year ended 30 June 2014.
Steve Mav Managing Director GEPL
In approximately August 2014, GEPL commenced an independent analysis of previous contracts with respect *Jason Sawyer HSE Manager GEPL
to factors such as project management, administration, approvals, operational costs and budget variance with
Daryl Smith Chief Operating Officer - Commercial GEPL
a view to identifying management deficiencies, cost saving measures and GEPL’s capacity to maximise
profitability in the future. The independent analysis is ongoing. Mark Thomson Executive Manager - Contracting Services GEPL
Philip Valeza Project Engineer GEPL
Human Resources * Key Management Personnel whose employment contracts have terminated
In July 2013, the Construction Services Group prepared a preliminary information booklet for contractors Remuneration Bands
tendering or engaging in construction work on the Yandi Sustaining Project. The Gumala Enterprises Pty Ltd
Enterprise Agreement negotiated in 2012 is still operative. Remuneration Band ($) 2013-14 2012-13
0 – 50K 1 -
Risk Management 50 – 100K 1 1
100 – 150K 1 1
An objective of GEPL is to deliver zero harm to the environment and to have a clean Health & Safety Record. 150 – 200K 3 2
Policies and procedures have been developed specifically to achieve these outcomes. GEPL has completed 200 – 250K 1 1
the pre-audit for the IS09001 Quality Management System. 250 – 300K 2 -
300 – 350K 1 -
Environmental Management 350 – 400K - 1
The GET acknowledges the importance of environmental regulations and is aware of its responsibilities in this
area. GET, through its operating activities, is not required to report on any specific issues relating to this area, Directors’ Report Continued
nor has it received any correspondence from any regulatory body to that effect.
GEPL strives to minimise its environmental footprint across all business entities.
During the Financial Year, the Corporation has paid a premium in respect of insuring Directors and Officers of
the Corporation. The terms of the premium paid are commercial in confidence and, therefore, have not been
disclosed.
190
Perth Office
30 Keymer Street, Belmont WA 6104

Gumala Enterprises Pty Ltd as Trustee for the Gumala Enterprises Trust T (08) 6274 6400
F (08) 9475 0596
ABN 95 079 982 988

Gumala Enterprises Pty Ltd ATF the Gumala Enterprises Trust
ABN 95 079 982 988
Legal Proceedings
Auditors Independence Declaration - Gumala Enterprises Trust
GEPL is not named as a defendant in any proceedings which the directors consider will have a material effect
on the company’s operations, business strategy, financial position or profitability. Contingencies are disclosed
in the notes to the financial statements. have been:
No person has applied for leave of court to bring proceedings on behalf of the Corporation or intervene in any i) no contraventions of the auditors independence requirements as set out in
proceedings to which the Corporation is a party for the purpose of taking responsibility on behalf of the the Australian Auditing Standard in relation to the audit : and
Corporation for all or any part of those proceedings. The Corporation was not a party to any such proceedings
during the year. the audit.
This declaration is in relation to Gumala Enterprises Trust

Options
The Corporation does not have any options to declare at the date of this report.
Auditor’s Independence Declaration

A copy of the Auditors independence declaration is attached. Byfields Business Advisers
LEANNE KERRY OLIVER

Director
Signed in accordance with a resolution of the Board of Directors:
Director:
Chairman – John Lillywhite

Dated this 18th day of November 2014 ASSOCIATES: Ian Jones B.Com CPA • Lea Williams B.Com CA • Brant Jansen B.Bus CPA • Ryan Naughton B.Bus CPA • Tony Umbrello B.Bus CA
www.byfields.com.au
192
Gumala Enterprises Pty Ltd as Trustee for the Gumala Enterprises Trust Gumala Enterprises Pty Ltd as Trustee for the Gumala Enterprises Trust
ABN 95 079 982 988
ABN 95 079 982 988 Year Ended 30 June 2014

Statement of Comprehensive Income Statement of Financial Position
Notes 2013/14 ($) 2012/13 ($) Notes 2013/14 ($) 2012/13 ($)
ASSETS
Income
Rendering of contract services 4(a) 32,874,973 21,182,145 Current Assets
Karijini accommodation revenue 1,303,516 1,288,233 Cash and cash equivalents 5 5,191,444 2,603,320
Karijini food and beverage income 848,328 878,536 Trade receivables 6 3,964,373 1,952,735
Other income 4(b) 7,701 1,722,292 Other receivables 7 132,474 97,809

Grant income 110,000 - Inventory and work in progress 8 3,814,156 2,034,095
Finance income 230,840 81,993 Total Current Assets 13,102,447 6,687,959
Share of profit from joint ventures 4(c) 2,068,673 2,098,496
Non-Current Assets
TOTAL INCOME 37,444,031 27,251,695
Investments 9 1,748,210 3,067,696
Contracting services cost of sales 4(d) (27,968,756) (17,919,629) Property, plant and equipment 11 2,599,588 2,685,805
Karijini cost of sales (613,777) (583,409) Other assets 10 3,215,459 2,455,048
Total Cost of Sales (28,582,533) (18,503,038) Total Non-Current Assets 7,563,257 8,208,549
GROSS PROFIT 8,861,498 8,748,657 TOTAL ASSETS 20,665,704 14,896,508
GET Expenditure Liabilities
Marketing and advertising expenses (109,106) (99,718) Current Liabilities

Trade payables 12 2,039,296 1,081,931
Occupancy costs (324,595) (512,603)
Other payables 13 2,618,707 981,941
Employee benefits 4(e) (2,645,991) (2,947,579)
Amounts owing to related parties 14 1,793,491 479,332
Administrative expenses 4(f) (1,807,743) (1,709,218)
Short term provisions 15 259,234 222,198
TOTAL EXPENSES (4,887,435) (5,269,118)
Total Current Liabilities 6,710,728 2,765,402
Non-Current Liabilities
Profit before Income Tax 3,974,063 3,479,539
Long term provisions 15 96,504 113,843
Amounts owing to related parties 14 5,739,200 1,034,658
Income tax expense - -
Other payables 13 499,908 319,709
Total Non-Current Liabilities 6,335,612 1,468,210
NET PROFIT AFTER INCOME TAX 3,974,063 3,479,539
TOTAL LIABILITIES 13,046,340 4,233,612

This Statement of Comprehensive Income should be read in conjunction with the accompanying notes.
NET ASSETS 7,619,364 10,662,896
EQUITY
Retained earnings 7,619,364 10,662,896
TOTAL EQUITY 7,619,364 10,662,896
This Statement of Financial Position should be read in conjunction with the accompanying notes.

194
ABN 95 079 982 988 ABN 95 079 982 988

Statement of Changes in Equity Statement of Cash Flows
Notes 2013/14 ($) 2012/13 ($)
Cash Flow From Operating Activities
Total ($)
Receipts from customers 31,235,230 28,127,898
2013/14 FINANCIAL YEAR Payments to suppliers and employees (29,328,623) (26,987,618)
Balance as at 1 July 2013 10,662,896 Interest received 60,129 81,994
Profit for the year 3,974,063 Interest paid (39,493) (17,479)
Profits distributed to GAC (1,987,033) Tax paid (9,816) (15,162)
Profits distributed to GGF* (5,066,571) NET CASH PROVIDED BY/(USED IN) OPERATING ACTIVITIES 16 1,917,427 1,189,633
Period adjustments 36,009

Cash Flow From Investing Activities
BALANCE AS AT 30 JUNE 2014 7,619,364
Proceeds from sale of plant and equipment 31,713 969,337
Purchase of property, plant and equipment (958,358) (1,719,339)
2012/13 FINANCIAL YEAR Distribution from joint ventures 3,408,159 1,308,304
Balance as at 1 July 2012 3,579,028 Funding of bank guarantee (760,410) (1,435,960)
Profit for the year 3,479,539 NET CASH PROVIDED BY (USED IN) INVESTING ACTIVITIES 1,721,104 (877,658)
Loans forgiven 3,540,682
Profit distribution (400,000) Cash Flow From Financing Activities
Repayment of Leases 363,583 -
JV period adjustments 463,647
Amounts Received from Related Parties (1,513,990) -
BALANCE AS AT 30 JUNE 2013 10,662,896
Amounts Paid to Related Parties 100,000 (173,000)
*This distribution includes profit referable to the year ended 30 June 2013 which was incorrectly capitalised in the Net Cash Provided By (Used In) Financing Activities (1,050,407) (173,000)
Statement of Financial Position.
Net Increase/(Decrease) in Cash Held 2,588,124 138,975
This Statement of Changes in Equity should be read in conjunction with the accompanying notes.
Cash and cash equivalents at beginning of financial year 2,603,320 2,464,345
CASH AND CASH EQUIVALENTS AT END OF FINANCIAL YEAR 5 5,191,444 2,603,320
This Statement of Cash Flows should be read in conjunction with the accompanying notes

196
ABN 95 079 982 988
Year Ended 30 June 2014 ABN 95 079 982 988

Notes to the Financial Statements Notes to the Financial Statements (continued)
Note 1 Corporate Information

(d) Inventory and Work in Progress
The financial report of the Gumala Enterprise Trust for the year ended 30 June 2014 was authorised for issue in
The Inventories are measured at the lower of cost and net realisable value. An ongoing review is conducted in
accordance with a resolution of the trustees.
order to ascertain whether items are obsolete or damaged, and it is so determined, the carrying amount of the
item is written down to its net realisable value.
Note 2 Summary of Significant Accounting Policies Work in progress relates to workshop activities in progress at the balance sheet date which are not at a stage
where invoicing can be performed. The costs associated to the workshop project are reflected as work in
(a) Basis of Preparation progress and will be invoiced within 12 months of the year end.
These general purpose financial statements have been prepared in accordance with Australian Accounting
Standards and Interpretations of the Australian Accounting Standards Board and International Financial (e) Property, Plant and Equipment
Reporting Standards as issued by the International Accounting Standards Board. The financial report has been
prepared on the basis of historical cost, except for the revaluation of certain non-current assets and financial Plant and equipment is stated at cost less accumulated depreciation and any impairment in value.
instruments. Cost is based on the fair values of the consideration given in exchange for assets. All amounts are
presented in Australian dollars, unless otherwise noted.
Depreciation is calculated on a straight-line basis over the estimated useful life of the asset as follows:
The Trust is not a reporting entity because, in the opinion of the directors of the trustee company (Gumala
Enterprises Pty Ltd), there are unlikely to exist any users of the financial report who are unable to command the Class of Fixed Assets
preparation of the reports tailored so as to satisfy specifically all of their information needs. The directors
however have prepared this report on a general purpose format in order to satisfy the directors reporting  Motor vehicles 12.50%
requirements.  Buildings 6.67%
 Office equipment 20.00%
The operating results, liabilities and assets (other than property, plant and equipment) of the Karijini Eco Retreat  Contracting plant and equipment 10.00% - 20.00%
("The Retreat") are recognised in the financial report as part of Gumala Enterprises Pty Ltd's financial  Karijini Eco Retreat plant and equipment 7.50% - 100.00%
statements for the year ended 30 June 2014. The carrying value of the Retreat's property, plant and equipment
are reported in Gumala Aboriginal Corporations balance sheet. Impairment
The Trustee's interest in the operating results, assets and liabilities of the Georgiou Gumala Joint Venture
("GGJV") are recognised in the financial report for the year ended 30 June 2014. Gumala Enterprises Pty Ltd as The carrying value of plant and equipment are reviewed for impairment when events or changes in
trustee for the Gumala Enterprises Trust has a 50% interest in the Joint Venture. circumstances indicate the carrying value may not be recoverable.
The financial statements, except for the cash flow information, have been prepared on an accruals basis and For an asset that does not generate largely independent cash inflows, the recoverable amount is determined
are based on historical costs, modified, where applicable, by the measurement at fair value of selected non- for the cash generating unit to which the asset belongs.
current assets, financial assets and financial liabilities. The amounts presented in the financial statements have
been rounded to the nearest dollar. If any such indication exists and where the carrying values exceed the estimated recoverable amount, the
assets of cash generating unit are written down to their recoverable amount.

(b) Statement of Compliance
The recoverable amount of plant and equipment is the greater of fair value less costs to sell and value in use.
Australian Accounting Standards set out accounting policies that the AASB has concluded would result in a In assessing the value in use, the estimated future cash flows are discounted to their present value using a
financial report containing relevant and reliable information about transactions, events and conditions. pre-tax discount rate that reflects current market assessments of the time value of money and the risks
Compliance with Australian Accounting Standards ensures that the financial statements and notes also comply specific to the asset.
with International Financial Reporting Standards. Material accounting policies adopted in the preparation of this
financial report are presented below and have been consistently applied unless otherwise stated. Impairment losses are recognised in the income statement within expenses.
(c) Going Concern Basis of Preparation An item of property, plant or equipment is de-recognised upon disposal or when no future economic benefits
are expected to arise from the continued use of the asset.
The financial report has been prepared on the going concern basis, which assumes continuity of normal
business activities and the realisation of assets and the settlement of liabilities in the ordinary course of Any gain or loss arising on the de-recognition of the asset (calculated as the difference between the net
business. disposal proceeds and the carrying amount of the item) is included in the income statement in the period the
item was de-recognised.
As at the date of this report and having considered the above factors, the Trustees are confident that the trust
will be able to continue as a going concern.

198
ABN 95 079 982 988 ABN 95 079 982 988

Notes to the Financial Statements (continued)
Notes to the Financial Statements (continued)
(j) Interest-Bearing Loans and Borrowings

(f) Recoverable Amount of Assets
All loans and borrowings are initially recognised at cost, being the fair value of the consideration received net
At each reporting date, the trust assesses whether there is any indication that an asset may be impaired. of issue costs associated with the borrowing.
Where an indicator of impairment exists, the trust makes a formal estimate of recoverable amount. Where the
carrying amount of the asset exceeds it recoverable amount the asset is considered impaired and is written After initial recognition, interest-bearing loans and borrowings are subsequently measured at amortised cost
down to its recoverable amount. using the effective interest method. Amortised cost is calculated by taking into account any issue costs, and
any discount or premium on settlement.
Recoverable is the greater of fair value less costs to sell and value in use. It is determined for an individual
Gains and losses are recognised in the income statement when the liabilities are derecognised and as well
asset, unless the asset's value in use cannot be estimated to be close to its fair value less costs to sell and it
as through the amortisation process.
does not generate cash inflows that are largely independent of these from other assets or groups of assets, in
which case, the recoverable amount is determined for the cash-generating unit to which the asset belongs. (k) Provisions
Provisions are recognised when the trust has a present obligation (legal or constructive) as a result of a past
In assessing value in use, the estimated future cash flows are discounted to their present value using a pre-tax event, it is probable that an outflow of resources embodying economic benefits will be required to settle the
discount rate that reflects current market assessments of the time value of money and the risks specific to the obligation and a reliable estimate can be made of the amount of the obligation.
asset.
Where the trust expects some or all of a provision to be reimbursed the reimbursement is recognised as a
separate asset but only when the reimbursement is virtually certain. The expense relating to any provision is
(g) Investment in Joint Venture Entity
presented in the income statement net of any reimbursement.
ESS Gumala Pty Ltd Joint Venture
If the effect of the time value of money is material, provisions are determined by discounting the expected
The trust's interest in the joint venture entity is brought to account using the equity method of accounting in future cash flows at a pre-tax rate that reflects current market assessments of the time value of money and,
the financial statements. where appropriate, the risks specific to the liability.
The initial investment in the joint venture entity is recorded at cost and adjusted thereafter for the post- Where discounting is used, the increase in the provision due to the passage of time is recognised as a finance
acquisition change in the venturer’s share of the net assets of the jointly controlled entity. cost.
Gumala Georgiou Joint Venture (l) Leases

Finance leases, which transfer to the trust substantially all the risks and benefits incidental to ownership of the
The Trustee's interest in the operating results, assets and liabilities of the Gumala Georgiou Joint Venture leased item, are capitalised at the inception of the lease at the fair value of the leased property or, if lower, at
("GGJV") are recognised in the financial report for the year ended 30 June 2014. Gumala Enterprises Pty Ltd the present value of the minimum lease payments.
as trustee for the Gumala Foundation Trust has 50% interest in the Joint Venture.
Lease payments are apportioned between the finance charges and reduction of the lease liability so as to
(h) Trade and Other Receivables achieve a constant rate of interest on the remaining balance of the liability. Finance charges are charged
directly against income.
Trade receivables, which generally have 30 - 90 day terms, are recognised and carried at original invoice
amount less an allowance for any uncollectible amounts. Capitalised leased assets are depreciated over the shorter of the estimated useful life of the asset and the
lease term.
An estimate of doubtful debts is made when collection of the full amount is no longer probable. Bad debts
Leases where the lessor retains substantially all the risks and benefits of ownership of the asset are classified
are written off when identified and included in the income statement under administrative expenses (Note
as operating leases. Initial direct costs incurred in negotiating an operating lease are added to the carrying
4(f)).
amount of the leased asset and recognised over the lease term on the same basis as the lease income.
(i) Cash and Cash Equivalents Operating lease payments are recognised as an expense in the income statement on a straight- line basis
Cash and short-term deposits in the balance sheet comprise cash at banks and in hand and short- term over the lease term.
deposits with an original maturity of three months or less. (m) Revenue
Revenue is recognised to the extent that it is probable that the economic benefit will flow to the trust and the
For the purposes of the Cash Flow Statement, cash and cash equivalents consist of cash and cash
revenue can be reliably measured. The following specific criteria must also be met before revenue is
equivalents as defined above; net of outstanding bank overdrafts.
recognised:
Provision of Services and Accommodation

Revenue is recognised in the income statement when services are delivered as accommodation is provided.

200
ABN 95 079 982 988 ABN 95 079 982 988

Notes to the Financial Statements (continued) Notes to the Financial Statements (continued)

Contracting Revenue (q) Trade and Other Payables
Contracts have different terms based on the scope of works, deliverables and complexity of the engagement,
the terms of which frequently require judgments and estimates in recognising revenue. There are many types Trade and other payables are carried at amortised cost and due to their short-term nature they are not
of contracts including time-and-materials contracts, fixed-price contracts and contracts with features of both discounted. They represent liabilities for goods and services provided to the entity prior to the end of the
of these contract types. financial year that are unpaid and arise when the entity becomes obliged to make future payments in respect
of the purchase of these goods and services. The amounts are unsecured and are usually paid within 60 days
Revenues from contracts are recognised using the percentage-of-completion method of accounting, which of recognition.
involves calculating the percentage of services provided during the reporting period compared with the total
Note 3 Operating Segments
estimated services to be provided over the duration of the contract. This method is followed where
reasonably dependable estimates of revenues and costs can be made. Estimates of total contract revenues
and costs are continuously monitored during the term of the contract, and recorded revenues and costs are The Corporation operates predominately in one geographical location being Western Australia with the focus of
subject to revision as the contract progresses. service delivery and benefits to its members as well as contracting mine related services and the provision of tourist
accommodation. The segmental revenue and related cost of sales is deducted on the face of the Statement of
Rent Received Comprehensive Income.
Rent received is as a result of income earned on a rental property. The rent received is recognised
in the income statement when earned.
Note 4 Revenue and Expenses
Distribution from Joint Venture
The income statement reflects Gumala Enterprise’s share of joint venture profits generated to the
reporting date and a corresponding increase in the value of the investment. Refer to note 9. Note 4 (a) Rendering of Contract Services Income
2013/14 ($) 2012/13 ($)
Interest
Gumala Enterprises Pty Ltd 32,094,982 21,182,145
Revenue is recognised as the interest accrues (using the effective interest method, which is the rate that
exactly discounts estimated future cash receipts through the expected life of the financial instrument) to the Gumala Georgiou JV 779,991 -
net carrying amount of the financial asset. TOTAL RENDERING OF CONTRACT SERVICES INCOME 32,874,973 21,182,145
(n) Income Tax

Under current Australian income tax legislation, the trustee is not liable for income tax provided that its taxable
Note 4 (b) Other Income
income (including any related capital gains) is fully distributed to its beneficiaries each year.
2013/14 ($) 2012/13 ($)
(o) Goods and Services Tax
Diesel Fuel Rebate 17,993 -
Revenues, expenses and assets are recognised net of the amount of Goods and Services Tax (GST) except Sale of Assets (10,292) 413,507
where the GST incurred on a purchase of goods and services is not recoverable from the taxation authority.
Loan Forgiveness (Gumala Investments Pty Ltd) - 1,308,785
Receivables and payables are stated with the amount of GST included. The net of GST recoverable TOTAL OTHER INCOME 7,701 1,722,292
from or payable to the taxation authority is included as part of receivables or payables in the Balance
Sheet.
Note 4 (c) Share of Profit from Joint Ventures
Cash flows are included in the Cash Flow Statement on a gross basis and the GST component of cash flows
arising from investing and financing activities, which is recoverable from, or payable to, the taxation authority, 2013/14 ($) 2012/13 ($)
are classified as operating cash flows. ESS Gumala Pty Ltd 1,996,863 2,098,496
Pilbara Light Vehicle Maintenance Pty Ltd 71,810 -
Commitments and contingencies are disclosed net of the amount of GST recoverable from, or payable to,
TOTAL SHARE OF PROFIT FROM JOINT VENTURES 2,068,673 2,098,496
the taxation authority.
(p) De-recognition of Financial Instruments

Note 4 (d) Contracting Services Cost of Sales
The de-recognition of a financial instrument takes place when the trust no longer controls the contractual
2013/14 ($) 2012/13 ($)
rights that comprise the financial instrument, which is normally the case when the instrument is sold, or all
the cash flows attributable to the instrument are passed through to an independent third party. Gumala Enterprises Pty Ltd 27,284,117 17,919,629
Gumala Georgiou JV 684,639 -
TOTAL CONTRACTING SERVICES COST OF SALES 27,968,756 17,919,629

202
ABN 95 079 982 988 ABN 95 079 982 988

Note 4 (e) Employee Benefits Expenses Note 6 Trade Receivables

2013/14 ($) 2012/13 ($) 2013/14 ($) 2012/13 ($)
Subcontract and administrative salaries 2,184,632 2,478,271 Trade Receivables 3,964,373 1,992,993
Superannuation 461,359 469,308 Provision for Doubtful Debts - (40,258)
TOTAL EMPLOYEE BENEFITS EXPENSES 2,645,991 2,947,579 TOTAL TRADE RECEIVABLES 3,964,373 1,952,735
Trade receivables are non-interest bearing and are generally on 60-day terms. A provision for doubtful debts is
recognised when there is objective evidence that an individual trade receivable is deemed impaired. No provision
Note 4 (f) Administrative Expenses
for doubtful debts has been recognised in the current financial year.
2013/14 ($) 2012/13 ($)
Accounting and Audit Fees 192,156 40,126 a) Credit Risk
Bank Charges 29,531 10,216
The trust has no significant concentration of credit risk as at the year end. All trade receivables are deemed
Interest Expense 39,494 17,480
recoverable.
Depreciation 169,627 168,151
Provision for Doubtful Debts (1,310) 91,176
Postage and Stationery 51,716 55,867 Note 7 Other Receivables
Insurance 403,662 435,625 2013/14 ($) 2012/13 ($)
IT & Communication Expenses 101,152 123,276 Prepayments and Sundry Debtors 40,406 29,272
Motor and Travel Expenses 199,494 222,452 Interest Bank Guarantees 34,164 -
Staff Training & Development 135,079 92,471 Property Bond 37,600 41,358
Repairs & Maintenance 93,083 125,158 Insurance 15,420 27,179
Legal Fees 38,566 2,446 Other Debtors 4,884 -
Karijini Debt Settlement 114,429 66,888 TOTAL OTHER RECEIVABLES 132,474 97,809
Karijini Expenses 28,194 -
Consultants 27,071 23,721
Management Agreement fees - Karijini 114,514 56,111 Note 8 Inventory and Work in Progress
Other Administrative Expenses 71,285 178,054 2013/14 ($) 2012/13 ($)
TOTAL OTHER ADMINISTRATIVE EXPENSES 1,807,743 1,709,218 Work in Progress
Yandicoogina 2,889,020 993,114
Tom Price 201,876 99,890
Western Turner Brockman 803,000 -
Note 5 Cash and Cash Equivalents Gumala Georgiou Joint Venture (179,811) 836,266
2013/14 ($) 2012/13 ($) Karijini stock of merchandise and consumables 100,071 104,825
Cash at Bank and in Hand 5,191,444 2,603,320 TOTAL OTHER RECEIVABLES 3,814,156 2,034,095
TOTAL CASH AND CASH EQUIVALENTS 5,191,444 2,603,320

Work in progress relates to business activities in progress at the balance date which will be invoiced within 12
months of the year end.
Cash at bank and in hand earns interest at floating rates based on daily bank rates.

204
ABN 95 079 982 988 ABN 95 079 982 988

Note 9 Investment in Joint Venture Entity

Notes 2013/14 ($) 2012/13 ($) Note 11 Property, Plant and Equipment
Non-Current 2013/14 FINANCIAL YEAR
ESS Gumala Pty Ltd Joint Venture
Plant and Motor
Investment at Cost 3,067,696 2,277,504 Buildings Total
Machinery Vehicles
($) ($)
Share of Profits at 30 June 1,996,863 2,098,496 ($) ($)
Cash Distribution (3,408,159) (1,308,304) Balance at the Beginning of the Year 506,409 7,888,218 146,718 8,541,346
ESS Gumala Pty Ltd Joint Venture (a) 1,656,400 3,067,696 Additions 38,409 919,950 - 958,358
Disposals (11,000) (20,726) - (31,726)
Pilbara Light Vehicle Maintenance Pty Ltd TOTAL COST 533,818 8,787,442 146,718 9,467,978
Investment at Cost 20,000 -
Share of Profits at 30 June 71,810 - Accumulated depreciation (239,038) (5,517,881) (98,622) (5,855,541)
Cash Distribution - - Depreciation charge for the year (63,829) (920,401) (18,340) (1,002,570)
Pilbara Light Vehicle Pty Ltd Maintenance Joint Loss on disposals (8,787) (1,492) - (10,279)
(b) 91,810 -
Venture
TOTAL ACCUMULATED DEPRECIATION
(311,654) (6,439,774) (116,962) (6,868,390)
AND IMPAIRMENT
TOTAL INVESTMENT IN JOINT VENTURE ENTITY 1,748,210 3,067,696
TOTAL PROPERTY, PLANT AND
222,164 2,347,669 29,756 2,599,588
EQUIPMENT
a) ESS Gumala Pty Ltd Joint Venture

Gumala Enterprises Trust has a 40% interest in ESS Gumala Pty Ltd. The joint venture is involved in the
provision of catering services to various entities in the Pilbara region. The results of the joint venture entity are Plant and Motor
Buildings Total
recognised on a proportionate share of profits generated by ESS Gumala Pty Ltd to the balance date. Machinery Vehicles
($) ($)
($) ($)
b) Pilbara Light Vehicle Pty Ltd Maintenance Joint Venture Balance at the beginning of the year 467,613 7,058,187 146,718 7,672,518
Additions 38,796 1,680,543 - 1,719,339
Gumala Enterprises Trust has a 50% interest in Pilbara Light Vehicle Maintenance Pty Ltd. The joint venture is an
arrangement with Buick Holdings Pty Ltd and is involved in the provision of light vehicle maintenance services to Disposals - (850,511) - (850,511)
companies in the Pilbara. TOTAL COST 506,409 7,888,218 146,718 8,541,346
The results of the joint venture entity are recognised on a proportionate share of profits generated by Pilbara Accumulated Depreciation (180,160) (4,970,490) (80,282) (5,230,932)
Light Vehicle Maintenance Pty Ltd as the Joint Venture company at balance date. Depreciation Charge for the Year (58,878) (842,072) (18,340) (919,290)
Depreciation on Disposals - 294,681 - 294,681
Note 10 Other Investments TOTAL ACCUMULATED DEPRECIATION

(239,038) (5,517,881) (98,622) (5,855,541)
AND IMPAIRMENT
2013/14 ($) 2012/13 ($)
Bank Guarantees 3,215,459 2,455,048 TOTAL PROPERTY, PLANT AND

267,371 2,370,337 48,096 2,685,805
EQUIPMENT
TOTAL OTHER INVESTMENTS 3,215,459 2,455,048

The above bank guarantee relates to money deposited as part of a bankers undertaking by certain customers of Note 12 Trade Payables
Gumala Enterprises Pty Ltd to provide a 5% security deposit on contracts undertaken. These amounts are 2013/14 ($) 2012/13 ($)
deposited into a term deposit until such time satisfactory completion of the contract has been performed.
Trade Payables 2,039,296 1,081,931
TOTAL TRADE PAYABLES 2,039,296 1,081,931
Trade payables are non-interest bearing and are normally settled on 60-days terms.

206
ABN 95 079 982 988 ABN 95 079 982 988

Note 13 Other Payables Note 15 Provisions

2013/14 ($) 2012/13 ($)
Notes 2013/14 ($) 2012/13 ($)
Current
Current
Accruals 1,379,519 576,638
Employee Benefits - Annual Leave and Sick Leave (a) 259,234 222,198
Other Creditors 215,017 204,271
TOTAL CURRENT PROVISIONS 259,234 222,198
PAYG Liabilities 135,668 111,473
GST Liabilities 630,990 (78,452)
Hire Purchase Lease liability 257,513 74,129 Non-Current
Insurance Liability - 93,882 Employee Benefits - Long service leave 96,504 113,843
TOTAL CURRENT OTHER PAYABLES 2,618,707 981,941 TOTAL NON-CURRENT PROVISIONS 96,504 113,843
a) Employee benefits - Annual Leave and Sick Leave

Non-Current
Hire Purchase Lease Liability 499,908 319,709 In accordance with AASB 119 Employee Benefits, sick leave is only provided for in relation to GEPL
TOTAL NON-CURRENT OTHER PAYABLES 499,908 319,709 employees who are employed under the terms of the Yandi Sustaining Project CCI Agreement.
Note 16 Cash Flow Information

2013/14 ($) 2012/13 ($)
Note 14 Amounts Owing to Related Parties
Profit for the Year 3,974,063 3,479,539
2013/14 ($) 2012/13 ($)
Current
Cash flows excluded from profit attributable to
Gumala Aboriginal Corporation - Loan - 479,332 operating activities:
Georgiou Group 515,095 -
Unpaid Present Entitlements - GAC 639,198 - Non-Cash Flows in Profit
Unpaid Present Entitlements - GGF 639,198 - Depreciation 1,002,570 919,290
TOTAL CURRENT AMOUNTS OWING TO Net (gain)/loss on disposal of Property, Plant and
1,793,491 479,332 - -
RELATED PARTIES Equipment
Provision for Doubtful Debts (1,310) 91,176
Non-Current Accounting Write Offs 39,926 -
Gumala Aboriginal Corporation - Loan - 634,658 Intercompany Management Fees - 56,111
Gumala Investments Pty Ltd - 400,000 Adjustments to Related Parties - (1,192,219)
Unpaid Present Entitlements - GAC 1,311,827 - Share of Profit from Joint Venture (2,068,673) (2,098,496)
Unpaid Present Entitlements - GGF 4,427,373 -
TOTAL NON-CURRENT AMOUNTS OWING TO Changes in Assets and Liabilities
5,739,200 1,034,658
RELATED PARTIES
(Increase)/Decrease in Trade and Other
(2,011,636) 1,250,286
Receivables
Unpaid Present Entitlements relate to the current and prior financial year profits distributed to the beneficiaries of
(Increase)/Decrease in Prepayments and Deposits (34,665) 67,352
the trust, being Gumala Aboriginal Corporation and General Gumala Foundation.
(Increase)/Decrease in Inventories (1,780,061) (726,379)

Increase/(Decrease) in Trade Payables 957,365 (806,967)
Increase/(Decrease) in Other Payables 1,820,151 206,644
Increase/(Decrease) in Provisions 19,697 (56,704)

NET CASH PROVIDED BY/(USED IN)

1,917,427 1,189,633
OPERATING ACTIVITIES

208
ABN 95 079 982 988 ABN 95 079 982 988

Note 17 Auditor’s Remuneration Note 19 Contingent Assets and Liabilities

2013/14 ($) 2012/13 ($) Under the terms of the lease agreement with the Department of Environment and Conservation (as detailed in
Note 18), the Karijini Eco Retreat must abide by various environmental obligations for continued residence in
Byfields
the Karijini National Park.
- Audit 71,200 29,500
- Accounting Assistance 4,500 4,500 An annual audit of compliance is conducted by the Department of Environment and Conservation. As an
ongoing matter Karijini Eco Retreat are continuing to improve and implement recommendations.
Ernst & Young
- Audit 3,500 - The Trustees do not believe there are any material costs under the KER lease and as such, no liability has
been reflected in the financial report.
TOTAL AUDITOR’S REMUNERATION 79,200 34,000
Note 20 Events after the End of the Reporting Period
In July 2014, the integration of GAC and GEPL corporate service functions was completed, with the abolition of
Note 18 Commitments various management roles. Under a service agreement GAC provides GEPL with Human Resources, Finance,
Information Technology, Public Relations & Communications and General Facilities Management capabilities.
The trust's commitments are for the lease of land, buildings and contractual management agreements for
periods of less than 5 years. On 11 August 2014, GEPL made cash distribution of $1,278,396 (split equally between GAC and GIPL) that was
associated with a distribution from the financial year ended 30 June 2014.
2013/14 FINANCIAL YEAR In approximately August 2014, GEPL commenced an independent analysis of previous contracts with respect to
factors such as project management, administration, approvals, operational costs and budget variance with a
Management
Leases Finance Total view to identifying management deficiencies, cost saving measures and GEPL’s capacity to maximise profitability
Agreement
($) ($) ($) in the future. The independent analysis is ongoing.
($)
Residential Premises 445,700 - - 445,700 GEPL is not named as a defendant in any proceedings which the directors consider will have a material effect of
TOTAL COMMITMENTS 445,700 - - 445,700 the company’s operations, business strategy, financial position or profitability. Contingencies are disclosed in the
notes to the financial statements.
No person has applied for leave of court to bring proceedings on behalf of the Corporation or intervene in any
proceedings to which the Corporation is a party for the purpose of taking responsibility on behalf of the
Management Corporation for all or any part of those proceedings. The Corporation was not a party to any such proceedings
Leases Finance Total
Agreement during the year.
($) ($) ($)
($)
Office Premises - - - - Other than noted in the preceding paragraphs, no matters or circumstances have arisen since the end of the
financial year which significantly affected or could significantly affect the operations of the Corporation, the results
Gumala Aboriginal Corporation - - - -
of those operations or the state of affairs of the Corporation in future financial years.
Eco Company Pty Ltd - - - -
TOTAL COMMITMENTS - - - -
Note 21 Trust Information
The Karijini Eco Retreat is situated on Traditional Country, representing the Traditional Owners of the area. A The registered office and principal place of business is:
lease agreement with the Department of Environment and Conservation in relation to operations has been
entered into due to the Retreat's presence in a National Park. There are no lease commitments for disclosure 1 Stadium Road
in relation to this agreement. Tom Price
Western Australia 6751
The trust entered into a retreat management agreement with Eco Company Pty Ltd on 1 August 2006, the Australia
terms of this agreement was for five years ending 31 July 2011. The EcoCompany Pty Ltd exercised its right
to extend the contract for another five (5) years to 31 July 2016.
The office premises are leased on a casual rolling monthly basis from Gumala Aboriginal Corporation.

210
Perth Office
ABN 95 079 982 988
T (08) 6274 6400
F (08) 9475 0596
Trustee’s Declaration Gumala Enterprises Pty Ltd ATF the Gumala Enterprises Trust
ABN 95 079 982 988
In accordance with a resolution of the directors of Gumala Enterprises Pty Ltd as Trustee for the Gumala
Enterprises Trust, the directors of the trustee company declare that: Independent Audit Report to the members of Gumala Enterprises Pty Ltd ATF the
Gumala Enterprises Trust
(a) the financial statement and notes, as set out on these pages present fairly the Trust’s financial position
as at 30 June 2014 and its performance for the year ended on that date in accordance with Australian
Report on the Financial Report
Accounting Standards; and
We have audited the accompanying financial report, being a general purpose financial report, of
the Gumala Enterprises Trust (the “entity”), which comprises the balance sheet as at 30 June
(b) in the directors’ opinion there are reasonable grounds to believe that the trust will be able to pay its 2014, and the income statement, and cash flow statement for the year ended on that date, a
debts as and when they become due and payable. summary of significant accounting policies, other explanatory notes and the trustees' declaration.
Trustee's Responsibility for the Financial Report
The trustees of the entity are responsible for the preparation and fair presentation of the financial
report in accordance with accounting policies as described in note 2 to the financial statements,
which form part of the financial report, are appropriate to meet the financial reporting
requirements of the Trust Deed of the Gumala Enterprises Trust and are appropriate to meet the
Director: _____________________________ needs of the members. This responsibility of the trustees also include designing, implementing
and maintaining internal control relevant to the preparation and fair presentation of the financial
report that is free from material misstatement, whether due to fraud or error; selecting and
applying appropriate accounting policies; and making accounting estimates that are reasonable
Chair – John Lillywhite in the circumstances.
Auditor's Responsibility
th
Dated this 18 day of November 2014 Our responsibility is to express an opinion on the financial report based on our audit. We
conducted our audit in accordance with Australian Auditing Standards. These standards require
that we comply with relevant ethical requirements relating to audit engagements and plan and
perform the audit to obtain reasonable assurance whether the financial report is free from
material misstatement.
disclosures in the financial report. The procedures selected depend on the auditor’s judgement,
including the assessment of the risks of material misstatement of the financial report, whether
due to fraud or error. In making those risk assessments, the auditor considers internal control
relevant to the corporation's preparation and fair presentation of the financial report in order to
design audit procedures that are appropriate in the circumstances, but not for the purpose of
expressing an opinion on the effectiveness of the entity’s internal control. An audit also includes
evaluating the appropriateness of accounting policies used and the reasonableness of
accounting estimates made by the trustees, as well as evaluating the overall presentation of the
financial report.

www.byfields.com.au

212
Independence
In conducting our audit, we have complied with the independence requirements of the Australian
professional accounting bodies.
Auditor’s Opinion
In our opinion, the financial report of the Gumala Enterprises Trust is in accordance with the
financial reporting requirements of the Trust Deed including:
i) giving a true and fair view of the entity’s financial position as at 30 June 2014 and of their
performance for the year ended on that date; and
ii) is prepared in accordance with the accounting policies described in Note 2 to the financial
statements.
LEANNE K OLIVER
Director
214
gumala
investments
pty ltd
TABLE OF CONTENTS
GIPL Overview 218
GIPL Board of Directors 218-219
Investment Performance 220-221
Enterprise Resource Planning 223
Review of the General Gumala Foundation & Trust Deed 224-225
GIPL Audited Financial Report 226-258
216
Dennis Long
gumala investments PtY LtD

Role: Nyiyaparli Director
membership of Board committees: remuneration & Human resources
committee and Audit & risk committees
dennis previously trained at Pundulmarra college as a builder. dennis is
experienced in the Lore and culture of the Banyjima, nyiyaparli and innawonga
People
GIPL IS RESPONSIBLE FOR:
• Ensuring that the trust is managed in accordance with the objectives of the trust deed
• investing trust Funds in medium to long-term investments
• reviewing and approving high value transactions and budgets proposed by GAc.
• the directors are the key decision-maker for the high value and strategic decisions.
compared to GAc and GEPL, GiPL has fewer operational requirements. Gavin MacLean
during 2014, GiPL undertook a trial of outsourcing its operational administration such as Human resource, Financial, Governance, Role: Banyjima Director
information technology and infrastructure to GAc under a shared services model. GiPL is currently reviewing whether this approach will
continue. membership of Board committees: Joint investments committee
Qualifications: Bachelor of Law - university of Western Australia; Bachelor of Arts
(Anthropology) - university of Western Australia.
GIPL Board of Directors

Brendon Cook
Role: Deputy Chair, Innawonga Director
membership of Board committees: remuneration & Human resources committee and
Audit & risk committees
Professor Colleen Hayward AM
Qualifications: metal Fabricator First class Welder.
Role: Chairperson Brendon has vast experience in chairing boards that deal with government, rio tinto,
Qualifications: Bachelor of Education - murdoch university, Bachelor of Applied Science/Aboriginal business institutions, finance and investment. Brendon’s experience includes being a
community management and development - curtin university, Post Graduate certificate in cross managing director of ngarda civil & mining, director of mount Welcome Pastoral Pty Ltd
Sector Partnerships 2008 - cambridge university uK and a founding director of iBn corporation Pty Ltd.
Professor colleen Hayward is currently Pro-Vice-chancellor, Equity and indigenous, and Head of
centre – Kurongkurl Katitjin, centre for indigenous Australian Education and research, Edith cowan
university. colleen is a senior noongar woman with extensive family links throughout the south-
west of WA.
Christopher Pye
Role: Independent Director
membership of Board committees chair: Joint investments committee
Rachelle Towart Qualifications: Bachelor of Law (Hons) – university of Western Australia
Role: Independent Director
membership of Board committees: chair of the remuneration & Human resources committee and
Audit & risk committee
Qualifications: Executive Leadership School of management, university of new South Wales.
rachelle towart is a Wonnarura woman and since 2007 has been cEo of the Australian indigenous
Leadership centre
Investment
15.74% Term Deposit Portfolio
The Foundation’s ‘cash portfolio’ was managed by M6 Treasury. Investments with
exposure to cash did not perform strongly during the financial year. The M6 Treasury
cash portfolio investment strategy involved splitting the portfolio into smaller parcels
Performance
and investing with five to six banks at any one time. These banks are informed that they
will only be able to manage cash for Gumala Investments if their rate compares favorably
against competitors.
12.1% The Reserve Bank of Australia held the official cash rate at 2.50% for 10 months during
11.82%
2013/14
the financial year. Although cash returns were lower than other investments due to the
low interest rate environment, the cash portfolio still achieved above the forecasted
10.83% expectation. The average returns on cash portfolio managed for Gumala Investments
was 3.65%.
9.91%
9.61% Investment Property
Shares & Managed Funds Portfolio GIPL holds a number of investment properties which are at different stages of
development and profitability.
The GIPL Shares & Managed Funds Portfolio was managed by Morgan Stanley
in 2013-14. The portfolio consists of 75% growth assets (e.g. shares and listed 165 Adelaide Terrace, Perth
property) and 25% defensive assets (cash and fixed interest), in accordance
with GIPL’s Investment Policy and Procedures to strategically manage GIPL owns a majority share of strata titled units at 165 Adelaide Terrace. During 2013-14
investment risks. The total value of the Morgan Stanley portfolio reached GIPL has worked with GAC to consolidate the office space occupied by the two entities,
$44.2 million at June 30th 2014 from a value of $36.1m on the 1st of July 2013, with a view to increasing returns from leased space.
representing 22.4% growth from capital gains and income generation over The GGF related entities will soon have vacated the ground floor of the building,
the financial year. permitting leasing opportunities for the greatest value rents. GAC and GIPL are also
Morgan Stanley Wealth Management compared the performance of the developing the most sustainable long term arrangements for leasing between the
portfolio with the Multi-sector Balanced Market index. The Morgan Stanley entities.
Wealth Management Portfolio has outperformed the benchmark standard. Tom Price Houses
Fixed Interest Portfolio Similarly, GAC and GIPL are working to establish the most sustainable long term
GIPL’s investment risk mitigation strategy requires a portion of Investments to arrangements for the leasing by GAC of houses in Tom Price from GIPL.
be held in fixed interest accounts, which are managed by Giles Wade. Tom Price and South Hedland – undeveloped land
The Giles Wade investment strategy involved holding short dated bonds, The Board has decided to reclassify GIPL’s undeveloped parcels of land in South
realising solid gains and then reinvesting the proceeds into other bond Hedland and Tom Price from ‘Property, Plant and Equipment’ to ‘Investment Property’.
opportunities. While no final decision has been made as to how GIPL will treat these investments,
The logic underlying this investment strategy was the uncertainty of central this reclassification indicates that the Board is approaching real property assets on an
banks’ decisions in Australia and offshore, and the associated continued 5 years 3 years 1 year investment footing.
pressure on credit spreads. South Hedland Houses
The Board’s decision to move fixed interest investments out of fixed rate
morgan stanley
The second stage of the South Hedland Housing Project, part of a longer term Pilbara
investments into floating rate bonds delivered strong results. GIPL’s fixed wealth management Housing Strategy initially developed by GAC, has progressed steadily in the last 12
interest accounts reported a gross annualised return of 9.75%, which was portfolio months. The Project involves the construction, transportation and erection of modern,
higher than the UBS Composite Bond Index return rate (6.09%). performance high quality demountable homes with landscaping and fencing for 10 lots at South
The Yield to Maturity (YTM) ratio for the GIPL’s fixed interest assets based upon Hedland.
benchmark
acquisition cost was approximately 5.50%, higher than the UBS Composite As at the 30th June 2014, two homes have been built, transported to the site, and are in
Bond index ratio (3.24%) for the same period. position. Landscaping has also been done. It is anticipated that all houses will be in place
A key event for fixed interest performance during the financial year was by the end of the 2014 calendar year. As this project continues to gain momentum, and
the US Federal Reserve’s tapering program which occurred in December more completed homes are rolled out, transported to the site and then handed over
2013. US quantitative easing resulted in 10 year Australian bonds rising ready for occupancy, GIPL will be working closely with GAC to ensure the management
by approximately 1%, while the two year Australian bond increased and continued operation of this project is professional, accountable and financially viable
approximately 0.25%. In hindsight, the Board’s decision on advice from Giles from a long-term perspective.
Wade to hold short dated bonds has proved to be an appropriate investment A decision for the tenancy of each home to be managed independently of either GAC or
strategy. GIPL, as recommended by GIPL, is yet to be determined.
220
EntErPrISE rESourCE PLAnnInG
The Review has had immediate impact, the GIPL Board approving an
innovative software system that will be of enormous benefit to overall
Enterprise Resource Planning (ERP) The new system is Microsoft’s
Dynamic NAV ERP, Honey HR and Payroll system, which is designed to
integrate the data sources and processes of the Foundation entities
(GAC, GIPL, GEPL) into one unified system.
the new system will streamline General Gumala Foundation entities, potentially saving
up to $2,000,000 annually that can be reinvested into other worthwhile projects and
programs for our Beneficiaries.
the cost of the project is budgeted at $499,376.00. it is intended that the new system will
go ‘live’ on the 1st december 2014.
The review of the general gumala foundation trust deed
Review Recommendations
Key Recommendations Key Recommendations
Recommendation 6:
Recommendation 1: Gumala should ensure that there is greater clarity about what is administrative expenditure and what is grant and program
That Rio Tinto and Gumala reinstate the Advisory Trustee Company with the same composition and powers as provided for in expenditure within the various categories established by the Trust Deed and other areas of expenditure such as Health and
clause15 of the deed. Wellbeing.
Recommendation 2: Recommendation 7:
That Gumala take all necessary action to restore the fractured relationship between GAC and GIPL including cooperating with The issue of whether there should be separate budgets for the three language groups should be considered in the context of the
the process proposed and assisted by the Registrar of Indigenous Corporations to deal with the structural/technical problems development of the strategic plan. It is not recommended that there should be a formal separation of three language groups but
which contribute to the present state of the relationship between GAC and GIPL including making such changes to the trust that as far as possible future expenditures should reflect a fair distribution amongst the groups and take account of individual
deed as would: language group priorities.
• Remove the potential for conflicts of interest to arise within and between Gumala entities;
• Enable the general membership of Gumala to directly appoint the trustees representing the 3 language groups on GIPL
rather than delegating this power to GAC as presently happens; and Recommendation 8:
• Prevent individuals from being a director of more than one Gumala entity concurrently. Membership determination processes should be examined by Gumala to see whether the spirit and intent of the Yandi
Agreement and the Trust Deed to benefit Traditional Owners are being met.
Recommendation 3:
Recommendation 9:
That Gumala take further steps to strengthen its governance capacity by:
The Monitoring and Liaison Committee should develop an agenda for engagement with potential funding bodies both
Ensuring directors maintain policy control over all Gumala entities; government and non-government which have responsibility for or are engaged in activities which could assist the social and
economic development of Gumala and its beneficiaries with a view to leveraging external funds. Priority should be given to
• Developing a strategic plan for Gumala that provides clear direction to and is committed to by both GAC, GIPL, and all other
seeking to obtain funding in areas of shared social and community development priorities and concern.
Gumala entities;
• Ensuring that all board members receive ongoing governance training about their director responsibilities including;
their obligation to act in the best interest of all beneficiaries; advice on how to manage conflicts of interest; and meeting
procedure Recommendation 10:
• In addition directors should receive ongoing support from senior staff within the relevant Gumala entities to ensure the Gumala, with the assistance of Rio Tinto, should investigate whether part of the 40% of the available income required to be
timely delivery of agendas and board papers before meetings, to ensure that at all meeting the rules are clearly understood invested by the Trustee, after consultation with the manager, in medium to long-term investments to protect the interest of
and available to all directors each meeting and that the appropriate technical advice is available to directors at these future generations of Traditional Owners could, consistent with that requirement, be invested in ways which will enhance the
meetings. social and economic circumstances of the current members.
Recommendation 4:
Recommendation 11:
Gumala should prepare a timetable for the early development of a strategic plan which clarifies what it is trying to achieve
That Gumala engage the assistance of Rio Tinto to review the economic development activities of GAC including; the Eco
for the beneficiaries through the Yandi agreement. This plan should be developed with the involvement of all the Gumala Tourism Resort at Karijini National Park, GEPL, and the catering contract partnership with Compass to determine whether
entities including GIPL and be subject to final approval by the members at a special general meeting. they are viable in the long term and capable of increasing the resources of Gumala and to ensure that they have appropriate
management and business plans.
The strategic plan should contain clear statements about what it is trying to achieve in each of the areas being addressed so
that it can measure progress against its objectives. A report on progress should be made annually to the Monitoring and Liaison
Committee and to the members at the AGM. The clarifying of Gumala’s objectives would both guide future decision-making and
improve understanding within the membership of what can be expected as outcomes from the foundation. This will reduce the
likelihood of future conflict. Recommendation 12:
That GAC and GIPL as a matter of urgency develop an agreed plan to implement the relevant recommendations of the
Parakeelya report including the establishment of timelines.
Recommendation 5:
Noting that Gumala already informs members through meetings, newsletters and its radio station, careful attention should be
paid to keeping members informed generally as well as with respect to the implementation of the recommendations of this Recommendation 13:
review, the Parakeelya review, and the examination of the Gumala entities by ORIC. That the Monitoring and Liaison Committee put in place agreed arrangements to oversee the timely implementation of the
recommendations contained in this report.
224
Gumala Investments Pty Ltd ATF The General Gumala Foundation
Trustee Information
ABN 50 336 714 927
Directors
Colleen Patricia Hayward (Chair)
Christopher Robert Pye
Gumala Investments Pty Ltd As Trustee For Brendon Nicholas Vaughan Cook
Dennis Long
The General Gumala Foundation Gavin Stuart Maclean

Rachelle Towart
ABN 50 336 714 927
Company Secretary
Financial Statements Mark Hands
Registered Office
Ground Floor
Contents Page 165 Adelaide Terrace
- Trustee Information 227 East Perth WA 6004
Tel: +61 8 9287 3900
- Directors’ Report 228 -234
Fax: +61 8 9325 2660
- Auditor’s Independence Declaration 235
- Statement Of Comprehensive Income 236 Auditors
- Statement Of Financial Position 237 Byfields
238 30 Keymer Street
- Statement Of Changes In Funds
Belmont WA 6104
- Statement Of Cash Flows 239
Tel: +61 8 6274 6400
- Notes To And Forming Part Of The Financial Statements 240 - 255 Fax: +61 8 9475 0596
- Directors’ Declaration 256
- Independent Auditor’s Report 257 - 258 Website
www.gumalatrust.com
30_0900 (2014) Page 0 of 32
226
Gumala Investments Pty Ltd ATF The General Gumala Foundation Gumala Investments Pty Ltd ATF The General Gumala Foundation
Directors’ Report Director’s Report Continued
The Directors of the trustee company, Gumala Investments Pty Ltd (GIPL) present their report on the operations of the General
Gumala Foundation Trust (GGF), for the financial year ended 30 June 2014.
Directors’ Remuneration
Directors During the year the directors of the trustee company received the following remuneration for their services as directors.
The names of the directors of GIPL in office at any time during, or since the end of, the year are:
Dates Received Director
Remuneration Superannuation TOTAL
Name Remuneration
Summary of Director’s Term Summary of Board Attendance Received ($) Received ($) ($)
During 2013/14
Number of
Term of Office Position on GIPL Board Number of Meetings
Meetings
Eligible to Attend Betty V Peterson 11,290 1,044 12,334 1 July 13 - 12 Oct 13
Attended
Banyjima
Brendon Cook 35,544 3,288 38,832 13 Oct 13 - 30 June 14
Juliette Pearce 1 July 13 - 12 Oct 13
Director 5 4
Tucker (Resigned)
Gavin MacLean 13 Oct 13 – 30 June 14 Director 12 10 Christopher Pye 36,962 3,419 40,381 30 Oct 13 – 30 June 14
Innawonga
Kenneth Ingie 1 July 13 - 26 Sept 13 Deputy Chair Colleen P Hayward 66,723 6,172 72,895 1 July 13 - 30 June 14
3 1
Snr (Resigned) (1 July 13 – 26 Sept 13)
Deputy Chair Dennis Long 28,333 2,621 30,954 13 Oct 13 - 30 June 14
Brendon Cook 13 Oct 13 - 30 June 14 12 12
(30 Oct 2013-30 June 14)
Nyiyaparli Dianne Guise 25,333 2,343 27,676 1 July 13 - 30 Oct 13
1 July 13 - 12 Oct 13 Gavin S Maclean 28,333 2,621 30,954 13 Oct 13 – 30 June 14

Betty Peterson (Resigned) Director 5 5
Helen Bullock 16,328 1,510 17,838 30 Oct 13 - 5 Mar 14
Dennis Long 13 Oct 13 - 30 June 14 Director 12 11
Juliette Pearce-Tucker 11,290 1,044 12,334 1 July 13 - 12 Oct 13
Independents
1 July 13 - 30 Oct 13 Chairperson Kenneth Ingie, Snr 14,361 1,328 15,689 1 July 13 - 26 Sept 13
Dianne Guise 6 6
(Resigned) (1 July 13 - 30 Oct 13)
Michael 1 July 13 - 30 Oct 13 Michael Edwin Bonny 18,333 1,696 20,029 1 July 13 - 30 Oct 13
Director 6 6
Bonney (Resigned)
Colleen 1 July 13 - 30 June 14 Chairperson Rachelle A Towart 9,408 870 10,278 27 Mar 14 – 30 June 14
17 16
Hayward (Reappointed 13 Oct 13) (30 Oct 13 – 30 June 14)
TOTAL 302,238 27,956 330,194
Note 1: The Directors were not paid any performance bonus or any other incentives.
30 Oct 13 - 5 Mar 14 Director and Managing
Helen Bullock Director 6 5 Note 2: The table refers to actual remuneration received. It does not include costs incurred by GIPL for travel related expenses.
(Resigned)
(30 Oct 13 – 5 Mar 14)
Christopher
30 Oct 13 – 30 June 14 Director 12 11
Pye Review of Operations
The net surplus for the 2014 financial year is $4,978,204 (2013: $22,125,533). Please refer to the audited financial report from
27 Mar 14 – 30 June 14 page 236
13 for details on the financial performance and results for the financial year.
Rachelle
Director 7 7
Towart (Appointed following
resignation of former Director
Bullock)
Note: In 2013/14 there were 17 GIPL Board Meetings
228
Key Highlights Future Developments

Investment holdings increased to $95,370,605 as at 30 June 2014, which is an increase of almost $8 million on the previous
GIPL will continue to review all income into the Foundation while looking to diversify income streams to grow the Future Fund.
figure of $87,459,111 as at 30 June 2013.
As Trustee, GIPL is also mindful of the need to provide monies to fund projects and programs that fall within approved Income
Utilisation Categories.
2013/14 2012/13 The new GIPL Board will look to further enhance the opportunity to work with GAC to achieve greater cost efficiencies for the
Cash and cash equivalents 23,512,236 27,001,847 Foundation.
Investment properties 19,715,041 19,146,543 GIPL aims to foster partnerships with specialist providers to assist the Foundation in service delivery of programs to achieve
specific outcomes across the spectrum of approved Income Utilisation Categories.
Available for sale financial assets 52,143,328 41,310,721
Total Investments 95,370,605 87,459,111
Risk Management
Progress on development of the GIPL administered Traditional Owner Register.
It is incumbent upon GIPL, as the Trustee of the GGF, to always work in accordance with the terms and overall intent of the
The Third Review of the GGF completed with eight key recommendations being presented. Trust Deed, and to act as a ‘safe pair of hands’ for the Foundation. In recent years, GIPL has sharpened its focus on growing
the Future Fund, using a series of independent financial advisers that have identified ‘diversification’ of investments as one of
Significant progress was made on the South Hedland Housing Project with the fabrication, transportation and erection of two the keys to the long-term sustainability of the Foundation. GIPL has almost doubled the investment holdings of the Foundation
modern homes completed with landscaping and gardens. in the last few years.
Progress towards improved financial management and reporting between the Trustee and Manager was made through the
development of new information technology software designed to achieve ‘administration cost’ efficiencies. Environmental Risk Management
GIPL, as GGF Trustee, acknowledges the importance of environmental regulations and is aware of its responsibilities in this
area. The Entity is not required to report on any specific issues relating to this area, nor has it received any correspondence
Significant Changes in State of Affairs from any regulatory body to that effect. Similarly GIPL has not received any complaints in relation to potential environmental non
compliance issues.
Board and Staff renewal
Internal Risks
The term of the previous GIPL Board ended in October 2013.
Changes to the Board of Directors may significantly affect organisational direction in a way which would be different to non-
The new GIPL Board was appointed in October 2013, with Professor Colleen Hayward AM being appointed the new GIPL Traditional Owner controlled organisations.
Chairperson, the first Indigenous Chairperson in GIPL’s history.
Funding Risk
The new GIPL Board continues to include Directors from the three language groups. The reappointment of Chairperson
Hayward and the appointment of Rachelle Towart take Indigenous Representation on the GIPL Board to five of the six positions.
Iron ore is a commodity that fluctuates in price. In the last 12 months, the price of iron ore has fallen significantly. This negatively
affects the amount of compensation received from Rio Tinto under the terms of the Yandi Land Use Agreement for the benefit of
Former GIPL Executive Officer Tony Cooke departed GIPL and Mark Hands was engaged as an independent contractor as
GIPL’s Company Secretary. the Traditional Owners.
Operational Merger Investment Risks
A proposed framework for an operational merger between GIPL and Gumala Aboriginal Corporation (“GAC”) was considered Listed investments held in the Trustee’s portfolio are exposed to securities price risk and their market prices will fluctuate
but did not proceed. according to the public market forces. Such risk is managed through diversification of investments across industries and
geographic locations by the investment advisers.
Principal Activities Other External Risks
The principal activities of the GGF are the funding of benefits to Beneficiaries and investment of trust funds as directed by the Governments, and their policies and procedures, regularly change. On a global level, the political landscape is constantly
GGF Trust Deed. evolving. Wars and conflicts affect many countries every day and can impact on the global economy which can have a knock-on
effect on the Foundation investment income.
After Balance Date Events
Mark Hands is no longer the GIPL Company Secretary. In October 2014 GIPL recruited Rewi Lyall as General Manager.
Having recruited Roberta ‘Bobbi’ Quintavell to the role of Chief Investments and Finance Officer in mid-2014, Ms Quintavell
commenced the position in October 2014.
230
Board Committee Meetings Compensation of Key Management Personnel
In 2013/14 the following GIPL Committees were operational: The aggregate compensation made to Directors and other members of key management personnel is set out below.
 Joint Investments Committee;
 Audit & Risk Committee; and
2013/14 2012/13
 Remuneration and Human Resources Committee.
Directors 330,194 314,017
Joint Investments Committee
Key Management Personnel 373,820 175,411
The Joint Investments Committee was established in 2012 to fulfil obligations by The Trustee to consult with The Manager in Total 704,014 489,428
relation to Investments, as reflected in Clause 8 of the Trust Deed. A primary responsibility of the Joint Investments Committee
is to review the GGF policies relating to the execution of the ‘Utilisation of Income’ of the Trust, as well as making
recommendations to the GIPL Board on matters concerning the implementation of these policies and on matters concerning
implementation of the Trustee’s endorsed investment strategy. The Joint Investments Committee is an advisory committee only
Key Management Personnel
and its ongoing relevance is under review.
Name Title
Audit and Risk Committee
Anthony Cooke Executive Officer
The Audit and Risk Committee’s primary role is to oversee GIPL’s Governance, Risk and Internal Control Framework to ensure Mark Hands Company Secretary
the organisation sustains effective and efficient operations, maintains the integrity of financial and non-financial information,
protects its assets, and complies with applicable laws, standards, policies and procedures, contracts and best practice, including
the fulfilment of its external accountability responsibilities. The principal responsibilities of the Audit and Risk Committee are in
the areas of Risk Management, Control Framework, Legislative and Regulatory Compliance, Internal Audit and External Audit.
GIPL Remuneration Bands
Remuneration and Human Resources Committee
Remuneration Band ($) 2013/14 2012/13
The major responsibilities of the Committee are to:
 Review and recommend contract terms and remuneration arrangements for the Chief Executive Officer of the Manager
0 – 50K - -
and senior GIPL staff;
 Review and recommend to the Board the remuneration arrangements for the Chair and Director of the Board, including
fees, travel and other entitlements; 50 – 100K - -
 Ensure that the organisation’s remuneration structures are fair, and sufficient to attract and retain skilled staff;
 Ensure that the Board and management have available sufficient information and independent advice to facilitate informed 100 – 150K - -
decision making regarding remuneration levels;
 Review major changes and developments in GIPL’s human resources policies and procedures including remuneration, 150 – 200K 1 1
recruitment, retention and termination, training and development and performance management; and
 Review and monitor executive succession planning.
200 – 250K 1 -
250 – 300K - -
232
Perth Office

T (08) 6274 6400
F (08) 9475 0596
During the Financial Year, the Trustee has paid a premium in respect of insuring Directors and Officers of the Trustee. The
Gumala Investments Pty Ltd ATF the General Gumala Foundation
terms of the premium paid are commercial in confidence and, therefore, have not been disclosed. ABN 50 336 714 927
Proceedings on Behalf of the Entity Auditors Independence Declaration – General Gumala Foundation
There are no current or outstanding proceedings against the Trustee. No person has applied for leave of court to bring
proceedings on behalf of the Trustee or intervene in any proceedings to which the Trustee is a party for the purpose of taking
have been:
responsibility on behalf of the Trustee for all or any part of those proceedings. The Trustee was not a party to any such
proceedings during the year and up to the signing of this report. i) no contraventions of the auditors independence requirements as set out in
the Australian Auditing Standard in relation to the audit : and

the audit.
This declaration is in relation to General Gumala Foundation
Auditor’s Independence Declaration
A copy of the Auditors independence declaration for the financial year ended 30 June 2014 has been received
and is included on page 10. page
the opposite
The Director’s Report is made in accordance with a resolution of the Board of Directors: Byfields Business Advisors
LEANNE KERRY OLIVER

On behalf of the Board of Directors: Director
Director:
Chairperson – Colleen Hayward AM

www.byfields.com.au
234
STATEMENT OF FINANCIAL POSITION AS AT 30 JUNE 2014

STATEMENT OF COMPREHENSIVE INCOME FOR THE YEAR ENDED 30 JUNE 2014
Note 2013/14 ($) 2012/13 ($)
Note 2013/14 ($) 2012/13 ($) Assets
Revenue Current Assets
Land Use Funds 2(a) 20,740,515 37,121,649 Cash and cash equivalents 3 23,512,236 27,001,847
Investment Income 2(a) 3,607,538 3,154,898 Trade and other receivables 4 2,799,786 9,794,410
Rental Income 2(a) 1,134,047 1,176,723 Total Current Assets 26,312,022 36,796,257
Total Revenue 25,482,100 41,453,270
Non-current Assets
Other Income Trade and other receivables 4 5,504,157 460,371
GET Distribution 4, 19 5,066,571 400,000 Property, plant and equipment 5 3,782,974 3,256,892
Fair value gain on disposal of available-for-sale financial assets 109,805 (355,158) Investment properties 6 19,715,041 19,146,543
Net changes in fair value on available- for-sale financial assets 3,926,951 4,822,190 Available for sale financial assets 7 52,143,328 41,310,721
Total other income 9,103,327 4,867,032 Total non-current assets 81,145,500 64,174,527
TOTAL REVENUE AND OTHER INCOME 34,585,427 46,320,302 TOTAL ASSETS 107,457,522 100,970,784
Expenditure Liabilities
Employee benefits expense 2(b) 776,761 613,999 Current liabilities
Management & administration expenses 2(c) 1,678,920 1,643,081 Trade and other payables 8 2,627,575 1,106,982
Depreciation expense 221,178 186,187 Provisions 9 1,477 13,536
Investment rental expenses and outgoings 624,990 554,984 Committed Funds 10 4,857,075 -
Manager operating costs 2(e) 5,784,577 3,324,643 Total Current Liabilities 7,486,127 1,120,518
Member benefit grant funding costs 2(e) 20,359,860 16,863,256
Other expenses 2(d) 160,937 1,008,619 TOTAL LIABILITIES 7,486,127 1,120,518
TOTAL EXPENSES 29,607,223 24,194,769
NET ASSETS 99,971,395 99,850,266

Surplus/(Deficit) for the Year 4,978,204 22,125,533
Funds
Other Comprehensive Income Member funds 94,534,885 78,370,506
Items that may be reclassified subsequently to profit or loss - - Asset Revaluation Reserve 11 5,436,510 5,436,510
Contingency Fund 17 - 16,043,250
TOTAL FUNDS 99,971,395 99,850,266
TOTAL COMPREHENSIVE INCOME/(LOSS) FOR THE YEAR 4,978,204 22,125,533
This Statement of Comprehensive Income should be read in conjunction with the accompanying notes This Statement of Financial Position should be read in conjunction with the accompanying notes.
236
STATEMENT OF CHANGES IN FUNDS FOR THE YEAR ENDED 30 JUNE 2014

STATEMENT OF CASH FLOWS FOR THE YEAR ENDED 30 JUNE 2014
Member Asset Revaluation Contingency Note 2013/14 ($) 2012/13 ($)

Note Total ($)
Funds ($) Reserve ($) Fund ($) Cash Flows From Operating Activities
Receipts from:
Land use YLUA funds 25,405,856 34,294,498
2012/13 FINANCIAL YEAR Dividend income 1,872,984 1,524,224
Balance at 1 July 2012 72,264,978 - - 72,264,978 Interest income 1,543,473 1,509,921
Net surplus/(deficit) 22,125,533 - - 22,125,533 Rental income 1,180,488 1,411,083
Other comprehensive income - - - - GET Distribution 400,000 -
Total comprehensive Payments to Suppliers and Employees (3,843,198) (7,482,225)
income for the year 22,125,533 - - 22,125,533 Payment for grant funding of member benefits (22,678,174) (21,744,668)
NET CASH PROVIDED BY (USED IN) OPERATING ACTIVITIES 12 3,881,429 9,512,833
Equity transfers 17 (16,020,005) 5,436,510 16,043,250 5,459,755

Cash Flows From Investing Activities
BALANCE AT 30 JUNE 2013 78,370,506 5,436,510 16,043,250 99,850,266 Proceeds from sale of property, plant and equipment - -
Purchase of property, plant and equipment (828,873) (310,833)
Purchase of available-for-sale investments (12,342,138) (20,863,471)
Proceeds from disposal of available-for-sale investments 5,777,185 9,588,581
Balance at 1 July 2013 78,370,506 5,436,510 16,043,250 99,850,266
Net surplus/(deficit) 4,978,204 4,970,204 Net Cash Provided by (used in) Investing Activities (7,393,826) (11,585,723)
Other comprehensive income - - - -
Total comprehensive Cash Flows From Financing Activities
income for the year 4,978,204 - - 4,978,204 Repayment of GHOS loans 22,786 32,900
Equity transfers 17 11,186,175 - (16,043,250) (4,857,075) NET CASH PROVIDED BY (USED IN) INVESTING ACTIVITIES 22,786 32,900
BALANCE AT 30 JUNE 2014 94,534,885 5,436,510 - 99,971,395

Net increase (decrease) in Cash Held (3,489,611) (2,039,990)
Cash and Cash Equivalents at Beginning of Financial Year 27,001,847 29,041,837
CASH AND CASH EQUIVALENTS AT END OF FINANCIAL YEAR 3 23,512,236 27,001,847

This Statement of Changes in Funds should be read in conjunction with the accompanying notes.
This Statement of Cash Flows should be read in conjunction with the accompanying notes
238
NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 30 JUNE 2014 NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 30 JUNE 2014 (continued)
Note 1: Summary of Significant Accounting Policies (continued)

The financial statements cover the economic entity of Gumala Investments Pty Ltd as trustee for the General Gumala
Foundation as a Reporting Trust and is established and domiciled in Australia with its registered office at Ground Floor, 165
Adelaide Terrace, East Perth, WA 6004. (e) Goods and Services Tax (GST)
The financial statements were authorised for issue on 17th November 2014 by the directors of the trustee company. Revenues, expenses and assets are recognised net of the amount of GST, except where the amount of GST incurred is not
recoverable from the Australian Taxation Office (ATO). Receivables and payables are stated inclusive of the amount of GST
Note 1: Summary of Significant Accounting Policies receivable or payable. The net amount of GST recoverable from, or payable to, the ATO is included with other receivables or
payables in the statement of financial position.
(a) Basis of Preparation
Cash flows are presented on a gross basis. The GST components of cash flows arising from investing or financing activities
These general purpose financial statements have been prepared in accordance with Australian Accounting Standards and which are recoverable from, or payable to, the ATO are presented as operating cash flows included in receipts from customers
Interpretations of the Australian Accounting Standards Board and International Financial Reporting Standards as issued by the or payments to suppliers.
International Accounting Standards Board. The Trust is a not for profit entity for financial reporting purposes under Australian
Accounting Standards. Material accounting policies adopted in the preparation of these financial statements are presented (f) Cash and Cash Equivalents
below and have been consistently applied unless stated otherwise.
Cash and cash equivalents include cash on hand, deposits held at call with banks, short term bank deposits with maturities of
The financial statements, except for the cash flow information, have been prepared on an accruals basis and are based on six months or less. Cash is recognised at its nominal value.
historical costs, modified, where applicable, by the measurement at fair value of selected non-current assets, financial assets
and financial liabilities. The amounts presented in the financial statements have been rounded to the nearest dollar. (g) Property, Plant and Equipment
(b) New Accounting Standards for Application in Future Periods Each class of property, plant and equipment is carried at cost or fair value as indicated, less, where applicable, any
accumulated depreciation and impairment losses.
The AASB has issued new and amended accounting standards and interpretations that have mandatory application dates for
future reporting periods. The Trust has decided against early adoption of these standards. The carrying amount of plant and equipment is reviewed annually by key management personnel to ensure it is not in excess of
the recoverable amount from these assets. The recoverable amount is assessed on the basis of the expected net cash flows
(c) Income Recognition that will be received from the asset's employment and subsequent disposal. The expected net cash flows have been
discounted to their present values in determining recoverable amounts.
Revenue is recognised to the extent that it is probable that the economic benefits will flow to the Trust and the revenue can be
reliably measured. The following specific recognition criteria must also be met before revenue is recognised. Depreciation
(i) Land use Funds Depreciable property plant and equipment assets are written-off to their estimated residual values over their estimated useful
lives using the straight-line method of depreciation. Depreciation rates (useful lives) and methods are reviewed at each reporting
Land use compensation payments from Rio Tinto arising from the Yandi Land Use Agreement (YLUA) are recognised at the date and necessary adjustments are recognised in the current, or current and future reporting periods, as appropriate.
time the right to receive payment is established.
The estimated useful lives used for each class of depreciable assets are:
(ii) Interest Revenue
Class of Fixed Asset
Interest revenue is recognised using the effective interest method, with interest accrued over the relevant period using the
effective interest rate, which for floating rate financial assets is the rate inherent in the instrument. ● Buildings 2.00% - 3.00%
● Computer Software 20.00% - 40.00%
(iii) Dividend and distributions
● Plant, Furniture and Equipment 20.00% - 40.00%
Dividend and distribution revenue are recognised at the time the right to receive payment is established.
(iv) Fair value gain on disposal of available-for-sale financial assets The assets' residual values and useful lives are reviewed, and adjusted if appropriate, at the end of each reporting period.
Gains or losses on financial instruments at fair value through profit or loss is calculated as the difference between the fair value An asset's carrying amount is written down immediately to its recoverable amount if the asset's carrying amount is greater than
at sale and the cost value when it was purchased. its estimated recoverable amount.
(v) Rental Income (h) Investment Properties
Rent received is as a result of income earned on a rental property. The rent received is recognised on a straight-line basis over Investment properties are measured initially at cost, including transaction costs. Subsequent to initial recognition, investment
the period of the lease term so as to reflect a constant periodic rate of return on the net investment. properties are stated at fair value, which is based on periodic, but at least triennial, valuations by external independent valuers,
adjusted if necessary for any difference in the nature, location or condition of the specific asset at the balance sheet date.
All revenue is stated net of the amount of goods and services tax.
Investment properties are derecognised either when they have been disposed of or when the investment property is
(d) Income Tax permanently withdrawn from use and no future economic benefit is expected from its disposal. Any gain or loss on disposal of
an investment property is recognised in profit or loss in the year of disposal.
The Trust has been registered under the provisions of The Charitable Fundraising Act 1991 and under Subdivision 50-B of the
Income Tax Assessment Act 1997, it is an income tax exempt charitable entity. (i) Impairment of Assets
At the end of each reporting period, the Trust assesses whether there is any indication that an asset may be impaired. The
assessment will include considering external and internal sources of information. If such an indication exists, an impairment test
is carried out on the asset by comparing the recoverable amount of the asset, being the higher of the asset's fair value less
240
NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 30 JUNE 2014 (continued) NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 30 JUNE 2014 (continued)
Note 1: Summary of Significant Accounting Policies (continued) Note 1: Summary of Significant Accounting Policies (continued)
costs to sell and value in use to the asset's carrying amount. Any excess of the asset's carrying amount over its recoverable premiums or discounts) through the expected life (or when this cannot be reliably predicted, the contractual term) of the financial
amount is recognised immediately in the income statement. instrument to the net carrying amount of the financial asset or financial liability. Revisions to expected future net cash flows will
necessitate an adjustment to the carrying amount with a consequential recognition of an income or expense item in profit or
Where it is not possible to estimate the recoverable amount of an individual asset, the Trust estimates the recoverable amount loss.
of the cash-generating unit to which the asset belongs.
(j) Trade and Other Payables (i) Financial assets at fair value through profit or loss
Trade and other payables represent the liabilities for goods and services received by the Trust that remain unpaid at the end of Financial assets are classified at ‘fair value through profit or loss’ when they are either held for trading for the purpose of
the reporting period. The balance is recognised as a current liability with the amounts normally paid within 30 days of short-term profit taking, derivatives not held for hedging purposes, or when they are designated as such to avoid an accounting
recognition of the liability.
mismatch or to enable performance evaluation where a group of financial assets is managed by key management personnel on
(k) Provisions a fair value basis in accordance with a documented risk management or investment strategy. Such assets are subsequently
measured at fair value with changes in carrying value being included in profit or loss.
Provisions are recognised when the Trust has a legal or constructive obligation, as a result of past events, for which it is
probable that an outflow of economic benefits will result and that outflow can be reliably measured. (ii) Loans and receivables
Provisions are measured using the best estimate of the amounts required to settle the obligation at the end of the reporting Loans and receivables are non-derivative financial assets with fixed or determinable payments that are not quoted in an active
period. market and are subsequently measured at amortised cost.
Loans and receivables are included in current assets, except for those which are not expected to mature within 12 months after
(l) Employee Benefits
the end of the reporting period. (All other loans and receivables are classified as non-current assets.)
Provision is made for the Trust’s obligation for short-term employee benefits. Short-term employee benefits are benefits (other
than termination benefits) that are expected to be settled wholly before 12 months after the end of the annual reporting period in
which the employees render the related service, including wages, salaries and sick leave. Short-term employee benefits are (iii) Held-to-maturity investments
measured at the (undiscounted) amounts expected to be paid when the obligation is settled.
Held-to-maturity investments are non-derivative financial assets that have fixed maturities and fixed or determinable payments,
The Trust’s obligations for short-term employee benefits are recognised as a part of current trade and other payables in the and it is the Corporation's intention to hold these investments to maturity. They are subsequently measured at amortised cost.
statement of financial position.
Held-to-maturity investments are included in non-current assets, except for those which are expected to mature within 12
The Trust’s obligations for long-term employee benefits are presented as non-current provisions in its statement of financial months are the end of the reporting period. (All other investments are classified as current assets.)
position, except where the Trust does not have an unconditional right to defer settlement for at least 12 months after the end of
the reporting period, in which case the obligations are presented as current provisions. As at the reporting date there were no (iv) Available-for-sale financial assets
long term employee benefits provided for.
Available-for-sale financial assets are non-derivative financial assets that are either not suitable to be classified into other
Superannuation categories of financial assets due to their nature, or they are designated as such by management. They comprise investments
in the equity of other entities where there is neither a fixed maturity nor fixed or determinable payments.
The Trust pays fixed contributions at the statutory rate to defined contribution plans as specified by the choice of the employees.
The Trust has no legal or constructive obligations to pay contributions in addition to its fixed contributions, which are recognised Available-for-sale financial assets are included in non-current assets, except for those which are expected to mature within 12
as an expense in the period that relevant employee services are received months after the end of the reporting period. (All other financial assets are classified as current assets)
(m) Financial Instruments (v) Financial liabilities
Initial Recognition and Measurement Non-derivative financial liabilities (excluding financial guarantees) are subsequently measured at amortised cost.
Financial assets and financial liabilities are recognised when the entity becomes a party to the contractual provisions to the Fair Value
instrument. For financial assets, this is equivalent to the date that the Trust commits itself to either purchase or sell the asset (ie
trade date accounting is adopted). Fair value is determined based on current bid prices for all quoted investments. Valuation techniques are applied to determine
fair value for all unlisted securities, including recent arm's length transactions, reference to similar instruments and option pricing
Classification and Subsequent Measurement models.
Financial instruments are subsequently measured at either of fair value, amortised cost using the effective interest method or Impairment
cost. Fair value represents the amount for which an asset could be exchanged or a liability settled, between knowledgeable,
willing parties. Where available, quoted prices in an active market are used to determine fair value. In other circumstances, At each reporting date, the Trust assesses whether there is objective evidence that a financial instrument has been impaired. In
valuation techniques are adopted. the case of available-for-sale financial instruments, a prolonged decline in the value of the instrument is considered to determine
whether impairment has arisen. Impairment losses are recognised in the income statement.
Amortised cost is calculated as the amount at which the financial asset or financial liability is measured at initial recognition less
principal repayments and any reduction for impairment, and adjusted for any cumulative amortisation of the difference between In the case of available-for-sale financial assets, a significant or prolonged decline in the market value of the instrument is
that initial amount and the maturity amount calculated using the effective interest method. considered to constitute a loss event. Impairment losses are recognised in profit or loss immediately.
The effective interest method is used to allocate interest income or interest expense over the relevant period and is equivalent
to the rate that exactly discounts estimated future cash payments or receipts (including fees, transaction costs and other
242
Note 1: Summary of Significant Accounting Policies (continued) Note 2(b) Employee benefits expense
2013/14 ($) 2012/13 ($)
Derecognition
Wages & Salaries 490,203 554,745
Financial assets are derecognised where the contractual rights to receipt of cash flows expires or the asset is transferred to Employment termination payments 235,906 -
another party whereby the entity no longer has any significant continuing involvement in the risks and benefits associated with Superannuation 50,652 49,927
the asset. Financial liabilities are derecognised where the related obligations are discharged, cancelled or expired. The
difference between the carrying value of the financial liability extinguished or transferred to another party and the fair value of Employee benefit provisions - 9,327
consideration paid, including the transfer of non-cash assets or liabilities assumed is recognised in profit or loss. TOTAL EMPLOYEE BENEFITS EXPENSE 776,761 613,999
(n) Leases Note 2(c) Management and administration expenses

2013/14 ($) 2012/13 ($)
Lease payments for operating leases, where substantially all of the risks and benefits remain with the lessor, are charged as
expenses on a straight line basis over the life of the lease term. Auditors 41,625 35,950
Investment adviser fees 223,369 188,531
(o) Economic Dependence Internal auditors 39,346 71,889
The Trust is dependent upon the ongoing receipt of land use compensation payments from Rio Tinto arising from the Yandi Legal fees 129,769 152,901
Land Use Agreement (YLUA) to ensure the ongoing continuance of its operations. At the date of this report, the Directors of the Consultant fees - Administration 121,302 249,238
Trustee has no reason to believe that this financial support will not continue but note that the amount of compensation payable
under the YLUA is dependent on market changes in the price of iron ore which can change significantly. Consultant fees - Review of Foundation and Trust Deed 109,565 56,194
Consultant fees - Restructure Review 24,105 60,365
Note 2(a) Income Other management and administration expenses 989,839 828,013
2013/14 ($) 2012/13 ($) TOTAL 1,678,920 1,643,081
Land use funds
YLUA LAND USE PAYMENTS 20,740,515 37,121,649 Fees paid to auditors, consultants, lawyers, and investment advisers for the financial year.
Receipt of land use compensation payments from Rio Tinto arising from the Yandi Land Use Agreement (YLUA). Note 2(d) Other expenses
2013/14 ($) 2012/13 ($)
2013/14 ($) 2012/13 ($) Beneficiaries register costs comprises:
Investment Income Anthropological services 86,011 176,322
Dividend and distributions 2,201,587 1,674,734 Beneficiary survey - 709,208
Interest income 1,405,951 1,480,164 Elders consultation costs 55,322 61,349
TOTAL INVESTMENT INCOME 3,607,538 3,154,898 Elders meeting Costs 19,604 61,740
TOTAL 160,937 1,008,619
Return of income from term deposits and available-for-sale financial investments (Note 7).
Note 2(e) Member grant funding expenses
2013/14 ($) 2012/13 ($) 2013/14 ($) 2012/13 ($)
Rental Income Manager operational costs 5,784,577 3,324,643
Rental income – Tom Price Houses 605,943 602,406 Business Development Grants 3,366,011 2,330,287
Rental income – 165 Adelaide Terrace 528,104 574,317 Community Development Grants 6,055,792 4,099,400
TOTAL RENTAL INCOME 1,134,047 1,176,723 Cultural Purposes Grants 1,647,067 2,802,056
Education & Training Grants 3,152,814 2,813,174
Receipt of gross rental income from investment properties (Note 6). Health & Wellbeing Grants 4,983,096 3,016,252
Other Grant Funding 1,155,079 1,802,087
2013/14 ($) 2012/13 ($) TOTAL MEMBER GRANT FUNDING EXPENSE 26,144,436 20,187,899
GET Distribution
Grant funding and administration expenses requested by the manager, Gumala Aboriginal Corporation for the financial year.
DECLARED DISTRIBUTION FROM GUMALA ENTERPRISES TRUST 5,066,571 400,000
Profit distribution declared and receivable from Gumala Enterprises Trust for the 2014 and 2013 financial years.
244
NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 30 JUNE 2014 (continued)
Note 3 Cash and Cash Equivalents
2013/14 ($) 2012/13 ($) Note 5 Property, Plant and Equipment
Current
Cash at bank 2,357,796 1,501,847 Details of the Trust’s property, plant and equipment and their carrying value are as follows:
Short-term deposits with banks 21,154,440 25,500,000 (i) Carrying amount as at 30 June
TOTAL 23,512,236 27,001,847 2013/14 ($) 2012/13 ($)
Cash at bank earns interest at floating rates based on daily deposit rates. Short term deposits are held with reputable financial Land and buildings 3,253,336 3,245,783
institutions for varying periods from to three to six months and earn interest at market rates. The fair values are based upon the Office Equipment 64,844 58,348
amount that is deposited with the institution at their reporting date.
Software Costs 532,425 -
Accumulated Depreciation (67,631) (47,239)
TOTAL 3,782,974 3,256,892
Note 4 Trade and Other Receivables

2013/14 ($) 2012/13 ($) (ii) Movements in carrying amounts
Current Movement in the carrying amounts for each class of property, plant and equipment between the beginning and the end of the
current financial year.
Trade receivables 500 2,249,888
Accrued income 2,283,397 7,182,384
Land and Office Software
Total ($)
Prepayments 38,426 32,063 Buildings ($) Equipment ($) Costs ($)
Franking credits receivable 477,463 330,075 Balance at 1 July 2012 2,828,480 23,930 - 2,852,140
TOTAL 2,799,786 9,794,410 Additions - 7,105 - 7,105
Disposals – written-down value - - - -
Non Current Revaluation increments/(decrements) 418,783 - - 418,783
GHOS loans receivable 437,586 460,371 Depreciation expense (9,124) (12,282) - (21,406)
Unpaid present entitlement - GET 5,066,571 - CARRYING AMOUNT AT 30 JUNE 2013 3,238,139 18,753 - 3,256,892
TOTAL 5,504,157 460,371

Additions 7,552 6,496 532,426 546,474
Current trade receivables are non-interest bearing and are generally on 30-60 day terms. A provision for impairment loss is Disposals – written-down value - - - -
recognised when there is objective evidence that an individual trade receivable is impaired. No impairment loss has been Revaluation increments/(decrements) - - - -
recognised for the financial year.
Depreciation expense (12,030) (8,362) - (20,392)
Other balances within trade and other receivables do not contain impaired assets and are not past due. It is expected that these CARRYING AMOUNT AT 30 JUNE 2014 3,233,662 16,887 532,426 3,782,974
other balances will be received when due.
All depreciation charges are included within the depreciation expense in the statement of comprehensive income. The
Credit Risk revaluation to fair value of applicable buildings is further explained in Note 16.
The Trust has no significant concentration of credit risk with respect to any single counter party or group of counter parties other
than those receivables specifically provided for and mentioned within Note 4.
Note 6 Investment Property
2013/14 ($) 2012/13 ($)
Balance at beginning of the period 19,146,543 13,989,868
Additions 769,284 303,728
Fair value adjustments - 5,017,728
Depreciation expense (200,786) (164,781)
BALANCE AT END OF THE PERIOD 19,715,041 19,146,543
Refer to Note 16 for disclosures regarding the fair value measurement of the Trust’s investment properties.
246
Note 10 Committed Funds
Note 7 Available-for-sale financial investments 2013/14 ($) 2012/13 ($)
2013/14 ($) 2012/13 ($)
Available-for-sale financial assets comprise:
COMMITTED FUNDS 4,857,075 -
Fixed interest securities, at fair value 17,593,019 11,924,005
Listed equities securities, at fair value: 34,550,309 29,386,716
Committed funds has resulted from the review of the contingency fund undertaken by the Trustee Company and Gumala
TOTAL AVAILABLE-FOR-SALE FINANCIAL ASSETS 52,143,328 41,310,721 Aboriginal Corporation. See Note 17.
2013/14 ($) 2012/13 ($) Note 11 Reserves
Balance at 1 July 41,310,721 25,799,699 Asset Revaluation Reserve

Purchases 12,342,138 20,903,471
This reserve is used to record the increases in fair value of land and buildings and decreases to the extent that such decreases
Disposals (5,436,482) (10,214,639) relate to an increase in the value of that class of assets previously recognised in the reserve.
Revaluation increment 3,926,951 4,822,190
BALANCE AT 30 JUNE 52,143,328 41,310,721 Analysis of Asset Revaluation Reserve
2013/14 ($) 2012/13 ($)
Available-for-sale financial assets (AFS) are stated at fair value (Note 18). The equity securities are denominated in AUD and
are publicly traded and listed in Australia. The Trust holds a variety of AFS investments which generate a return based on
income from those investments and changes in their market value. Balance at 1 July 5,436,510 -
Revaluation of land and buildings - 5,436,510
Note 8 Trade and Other Payables BALANCE AT 30 JUNE 5,436,510 5,436,510
2013/14 ($) 2012/13 ($)
Current
Trade payables 2,398,553 516,038
Note 12 Cash flow information
Other payables and accruals 229,022 590,944
2013/14 ($) 2012/13 ($)
TOTAL 2,627,575 1,106,982
Reconciliation of surplus/(deficit)to net cash provided by operating
activities
The fair value of financial liabilities (including trade and other payables) is equivalent to their carrying amount. All the above Surplus/(deficit) for the year 4,978,204 22,125,533
liabilities are short term and the Trust expects to meet its obligations.
Add (less) non-cash items
Depreciation 221,178 186,187
Note 9 Provisions
GET Distribution (5,066,571) (400,000)
Employee Benefits
2013/14 ($) 2012/13 ($) Revaluation of AFS investment (3,926,951) (4,822,190)
Current Gain/(loss) on sale of AFS investments (109,805) 355,158

Annual leave 1,477 13,536
Increases and decreases in operating assets and liabilities
TOTAL CURRENT 1477 13,536
(Increase)/decrease in trade and other receivables 6,763,725 (4,498,302)
Increase/(decrease) in provisions (12,059) 9,327
Provision for employee benefits represents amounts accrued for annual leave.
Increase/(decrease) in trade and other payables
1,033,708 (3,442,880)
The current portion for this provision includes the total amount accrued for annual leave entitlements that have vested due to
employees having completed the required period of service. Based on past experience, the Trust does not expect the full NET CASH PROVIDED BY OPERATING ACTIVITIES 3,881,429 9,512,833
amount of annual leave balances classified as current liabilities to be settled within the next 12 months. However, these
amounts must be classified as current liabilities since the Trust does not have an unconditional right to defer the settlement of
these amounts in the event employees wish to use their leave entitlement.
248
Note 13 Auditor’s Remuneration Note 15 Financial Risk Management

2013/14 ($) 2012/13 ($)
Risk management objectives and policies
Audit and review of annual financial statements 41,625 33,450 The Trust is exposed to various risks in relation to financial instruments. The Trust’s financial instruments consist mainly of
Auditors of Byfields deposits with banks, equity securities, accounts receivable and payable, and loans.
Transitional audit procedures The risk management is monitored by the board of directors in consultation with the investment advisors, and focuses on
Auditors of Deloittes - 2,500 actively securing the Group’s short to medium-term cash flows by minimising the exposure to financial markets. Long-term
financial investments are managed to generate lasting returns.
41,625 35,950
TOTAL
Given the investment nature of the Trust’s operations, the directors of the trustee company do not consider that the trust is
exposed to any significant financial risks. Notwithstanding this, the trustee monitors the trust’s financial position and liquidity on
a monthly basis.
Note 14 Related Party Transactions The main risks that the Trust is exposed to are credit risk, liquidity risk and market risk relating to interest rate risk and other
price risk. There have been no substantive changes in the types of risks the Trust is exposed to, how these risks arise, or the
Related Parties trustee’s objectives, policies and processes for managing or measuring the risks from the previous period.
The Trust’s main related parties are as follows: The Trust does not actively engage in the trading of financial assets for speculative purposes and does not use any form of
a. Key management personnel derivatives as it is not at a level of exposure that requires the use of derivatives to hedge its exposure. The most significant
financial risks to which the Group is exposed are described below.
The directors of Gumala Investments Pty Ltd, being the trustee company of the General Gumala Foundation Trust, have
the authority and responsibility for planning, directing and controlling the activities of the entity, directly or indirectly, and Note 2013/14 ($) 2012/13 ($)
are considered key management personnel of the trust. Directors during the year are listed on page 3 in the Directors
Classes of financial assets
Report
Carrying amounts:
The totals of remuneration paid to key management personnel (KMP) of the Trust during the year are as follows: Cash and cash equivalents: 3 23,512,236 27,001,847
Trade and other receivables 4 8,303,943 10,254,782
2013/14 ($) 2012/13 ($) Available-for-sale financial investments 7 52,143,328 41,310,721
TOTAL 83,959,507 78,567,350
Short-term employee benefits 302,238 289,768
Post-employment benefits* 27,956 26,079
TOTAL 330,194 315,847 The credit risk for cash and cash equivalents and term deposits is considered negligible, since the counterparties are reputable
banks with high quality external credit ratings. The carrying amounts disclosed above are the Trust's maximum possible credit
* Post-employment benefits comprise contributions paid to defined contribution superannuation plans on behalf of the
risk exposure in relation to these instruments.
KMP.
Market Risk
b. Other related parties Market risk is the risk that changes in market prices, such as foreign exchange rates, interest rates and equity prices will affect
Other related parties include close family members of KMP, and entities that are controlled or jointly controlled by the company’s income or the value of its holdings of financial instruments. The objective of market risk management is to
manage and control market risk exposure within acceptable parameters, while optimising the return.
those KMP or their close family members, individually or collectively with family members or KMP.
c. Transactions with related parties The Trust is exposed to two sources of market price risk in fluctuations in interest rates applicable to its financial cash at bank
and term deposits assets and fluctuations in the market value of its available-for sale investment assets.
Transactions between related parties are on normal commercial terms and conditions no more favourable than those
available to other parties unless otherwise stated. (i) Interest rate risk
Other related parties
The Trust is exposed to interest rate risk, which is the risk that a financial instrument’s fair value and future cash flow will
The following transactions occurred with related parties: fluctuate as a result of changes in the market interest rates on interest-bearing financial instruments. The company does not use
The Trust used the legal services of one director in the trustee company and the law firm over which he exercises derivatives to mitigate these exposures.
significant influence, MacLean Legal. The amounts billed were based on normal market rates and amounted to $11,973
The Trust adopts a policy of ensuring that as far as possible it maintains excess cash and cash equivalents on term deposits at
(2013: $Nil) interest rates maturing from three to six month rolling periods
The financial instruments that expose the Trust to interest rate risk are limited to cash and cash equivalents (see Note 3).
(ii) Other price risk
Other price risk relates to the risk that the fair value or future cash flows of a financial instrument will fluctuate because of
changes in market prices (other than those arising from interest rate risk or currency risk) of available-for-sale (AFS) securities
held.
250
Note 15 Financial Risk Management (continued) Note 15 Financial Risk Management (continued)
The available-for-sale securities are publically listed and tradeable on the Australian Stock Exchange. Financial liability analysis
The Trust is exposed to securities price risk on investments held for medium-to-longer terms. Such risk is managed through Current Non-current
diversification of investments across industries and geographic locations. The Board has approved risk and return parameters Carrying Within 6 6 to 12 months More than 2
for investments in AFS investments and receives timely reports from its investment advisors on the performance of the 1 to 2 years ($)
Amount ($) months ($) ($) years ($)
respective investment portfolios.
30 June 2014
At the reporting date the market value of AFS investments was:
Trade and other payables 2,627,575 2,627,575 - - -
2013/14 ($) 2012/13 ($) Committed funds 4,857,075 - 4,857,075

Available-for-sale financial assets comprise: TOTAL FINANCIAL LIABILITIES 7,484,650 2,627,575 4,857,075 - -
Fixed interest securities, at fair value 17,593,019 11,924,005
Listed equities securities, at fair value: 34,550,309 29,386,716 30 June 2013
TOTAL AVAILABLE-FOR-SALE FINANCIAL ASSETS 52,143,328 41,310,721
Trade and other payables 1,106,982 1,106,982 - - -
The listed securities are classified as available-for-sale, therefore no effect on profit and loss would have occurred. The impact TOTAL FINANCIAL LIABILITIES 1,106,982 1,106,982 - - -
of market movements would be recognised in the income statements if they were sold or if an impairment loss was recognised.
There were no impairment losses recognised at reporting date 30 June 2014, (2013: Nil).
Sensitivity Analysis Note 16 Fair Value Measurements
The following table illustrates sensitivities to the Trust’s exposures to changes in interest rates and equity prices of AFS Fair value estimation
investments. The table indicates the impact on how profit and equity values reported at the end of the reporting period would The fair value of financial assets and financial liabilities must be estimated for recognition and measurement or for disclosure
have been affected by changes in the relevant risk variable that management considers to be reasonably possible. purposes. AASB 7 Financial Instruments: Disclosures requires disclosure of fair value measurements by level of the following
fair value measurement hierarchy:
Profit ($) Equity ($)
(a) quoted prices (unadjusted) in active markets for identical assets or liabilities (level 1)
YEAR ENDED 30 JUNE 2014 (b) inputs other than quoted prices included within level 1 that are observable for the asset or liability,
+/– 1% in interest rates either directly (as prices) or indirectly (derived from prices) (level 2), and
14,060 14,060
(c) inputs for the asset or liability that are not based on observable market data (unobservable inputs)
+/– 10% in equity prices 392,695 392,695 (level 3).

YEAR ENDED 30 JUNE 2013 The fair values of assets and liabilities that are not traded in an active market are determined using one or more valuation
techniques. These valuation techniques maximise, to the extent possible, the use of observable market data. If all significant
+/– 1% in interest rates 14,802 14,802 inputs required to measure fair value are observable, the asset or liability is included in Level 2. If one or more significant inputs
+/– 10% in equity prices 482,219 482,219 are not based on observable market data, the asset or liability is included in Level 3.
The following tables provide the fair values of the Trust’s assets and liabilities measured and recognised on a recurring basis
These sensitivities assume that the movement in a particular variable is independent of other variables
after initial recognition and their categorisation within the fair value hierarchy:
There have been no changes in any of the assumptions used to prepare the above sensitivity analysis from the prior year.
Liquidity Risk
Liquidity risk arises from the possibility that the Trust might encounter difficulty in settling its debts or otherwise meeting its
obligations related to financial liabilities. The Trust manages liquidity risk by monitoring cash flows and ensuring that adequate
cash funds are maintained and available to meet its liquidity requirements for 30 day periods at a minimum.
The Trust considers expected cash flows from financial assets in assessing and managing liquidity risk, particularly its cash
resources. The Trust’s existing cash resources (see Note 4 and 6) significantly exceed the current cash outflow requirements.
As at 30 June 2014, the table below reflect an undiscounted contractual maturity analysis for non-derivative financial liabilities.
The Trust does not directly hold any derivative financial liabilities.
252
Note 16 Fair Value Measurements (continued) Note 17 Contingency Fund

2013/14 ($) 2012/13 ($)
Note Level 1 ($) Level 2 ($) Level 3 ($) Total ($) Opening balance at beginning of the year 16,043,250
30 June 2014 Net RTIO back payment top up 3,997,000
Financial assets Difference between GIPL and GAC income estimation 5,663,998
Unexpended funds returnable to GIPL from GAC 3,452,547
Available-for-sale financial investments 7 52,143,328 - - -
Unexpended funds returned from GAC to GIPL 3,287,334
NET FAIR VALUE 52,143,328 - - - Unexpended funds returned to GAC from GIPL (983,023)
GIPL operational surplus 625,394
Non financial assets Equity adjustment to member benefits (11,186,175) -
Investment properties 6 - 19,715,041 - 19,715,041 Committed funds to GAC (4,857,075) -
CLOSING BALANCE AT THE END OF THE YEAR - 16,043,250
Property, plant and equipment 5
Buildings - 3,233,662 - 3,233,662
GIPL – Gumala Investments Pty Ltd as Trustee for the General Gumala Foundation
NET FAIR VALUE - 22,948,703 ‐ 22,948,703
GAC – Gumala Aboriginal Corporation as Manager for the General Gumala Foundation
30 June 2013
During the year the Directors of the Trustee Company and Gumala Aboriginal Corporation reviewed the methodology of the
Financial assets contingency fund. It was resolved the contingency fund would be dissolved at the 30 June 2014 and an amount of $4,857,075
would be paid to Gumala Aboriginal Corporation subject to compliance with the Trust Deed’. This amount has been recognised
Available-for-sale financial investments 7 41,310,721 - ‐ 41,310,721
as a liability on the trust.
NET FAIR VALUE 41,310,721 - ‐ 41,310,721
Note 18 Contingent Assets and Contingent Liabilities
Non financial assets
Investment properties 6 - 19,146,543 - 19,146,543 There were no contingent assets and liabilities in existence at the end of the financial year.
Property, plant and equipment 5
Buildings - 3,238,139 ‐ 3,238,139 Note 19 Events after the End of the Reporting Period
NET FAIR VALUE - 22,384,682 ‐ 22,384,682
In August 2014, the Trust received a cash distribution of $639,198 from GEPL in relation to the financial year ended 30 June
2014 leaving a balance of $4,427,373 still to be received.
Valuation techniques Since the end of the reporting period the market price of iron ore has deteriorated significantly.
The Trust selects a valuation technique that is appropriate in the circumstances and for which sufficient data is available to
measure fair value. The availability of sufficient and relevant data primarily depends on the specific characteristics of the asset Other than noted in the preceding paragraphs, no matters or circumstances have arisen since the end of the financial year
or liability being measured. The valuation techniques selected by the Trust are consistent with one or more of the following which significantly affected or could significantly affect the operations of the Trust, the results of those operations or the state of
valuation approaches: affairs of the Trust in future financial years.
Market approach: valuation techniques that use prices and other relevant information generated by market transactions for Note 20 Trust Details
identical or similar assets or liabilities.
Income approach: valuation techniques that convert estimated future cash flows or income and expenses into a single The Trust is known as the General Gumala Foundation. The trustee of the General Gumala Foundation is Gumala Investments
discounted present value. Pty Ltd (ACN 077 593 581).
Each valuation technique requires inputs that reflect the assumptions that buyers and sellers would use when pricing the asset The registered office of the trustee and the principal place of business of the General Gumala Foundation is:
or liability, including assumptions about risks. When selecting a valuation technique, the Trust gives priority to those techniques
that maximise the use of observable inputs and minimise the use of unobservable inputs. Inputs that are developed using Ground Floor, 165 Adelaide Terrace
market data (such as publicly available information on actual transactions) and reflect the assumptions that buyers and sellers East Perth WA 6004
would generally use when pricing the asset or liability are considered observable, whereas inputs for which market data is not
available and therefore are developed using the best information available about such assumptions are considered As at 30 June 2014, Gumala Investments Pty Ltd had 1 employee and 6 directors. The principal activities of the General
unobservable. Gumala Foundation are the funding of benefits to members and investment of trust funds as directed by the Trust Deed.
The fair value of the property assets is determined based on appraisals performed by independent, professionally qualified
property valuers at least every three years. At the end of each intervening period, the directors review the independent valuation
and, when appropriate, update the fair value measurement to reflect current market conditions using a range of valuation
techniques, including recent observable market data and discounted cash flow methodologies.
254
Gumala Investments Pty Ltd ATF The General Gumala Foundation Perth Office

T (08) 6274 6400
Director’s Declaration of the Trustee Company F (08) 9475 0596
In accordance with a resolution of the directors of Gumala Investments Pty Ltd as Trustee for the General Gumala
Foundation Trust, the directors of the trustee company declare that: Gumala Investments Pty Ltd As Trustee for the General Gumala Foundation
ABN 50 336 714 927
(a) the financial statement and notes, as set out on page 236
13 to 35 present fairly the Trust’s financial
-255 Independent Audit Report to the members of Gumala Investments Pty Ltd as Trustee for
position as at 30 June 2014 and its performance for the year ended on that date in accordance with the General Gumala Foundation
Australian Accounting Standards; and
Report on the Financial Report
(b) in the directors’ opinion there are reasonable grounds to believe that the trust will be able to pay its We have audited the accompanying financial report of the Gumala Investments Pty Ltd As
debts as and when they become due and payable. Trustee for the General Gumala Foundation, which comprises the statement of financial position
as at 30 June 2014, the statement of comprehensive income, statement of cash flows for the
year ended on that date, notes comprising a summary of significant accounting policies and other
explanatory note, and the Trustee's declaration.
Director's Responsibility for the Financial Report
Director: _____________________________ The directors of Gumala Investments Pty Ltd As Trustee for the General Gumala Foundation are
responsible for the preparation and fair presentation of the financial report in accordance with
relevant Australian Accounting Standards and have determined that the basis of preparation
Chairperson – Colleen Hayward described in Note 1, is appropriate to meet the financial reporting requirements of the Trust Deed
and are appropriate to meet the needs of the beneficiaries. This responsibility also includes
designing, implementing and maintaining internal control relevant to the preparation and fair
presentation of the financial report that is free from material misstatement, whether due to fraud
Dated this 18th day of November 2014 or error; selecting and applying appropriate accounting policies; and making accounting
estimates that are reasonable in the circumstances.
Auditor's Responsibility
Our responsibility is to express an opinion on the financial report based on our audit. We
conducted our audit in accordance with Australian Auditing Standards. These standards require
that we comply with relevant ethical requirements relating to audit engagements and plan and
perform the audit to obtain reasonable assurance whether the financial report is free from
material misstatement.
disclosures in the financial report. The procedures selected depend on the auditor’s judgement,
including the assessment of the risks of material misstatement of the financial report, whether
due to fraud or error. In making those risk assessments, the auditor considers internal control
relevant to the corporation's preparation and fair presentation of the financial report in order to
design audit procedures that are appropriate in the circumstances, but not for the purpose of
expressing an opinion on the effectiveness of the entity’s internal control. An audit also includes
evaluating the appropriateness of accounting policies used and the reasonableness of
accounting estimates made by the directors, as well as evaluating the overall presentation of the
financial report.

www.byfields.com.au
256
Website Links to Key GGF Publications
Key GGF Review Documents
2013 Chaney Lennon Report:

http://www.gumala.com.au/assets/final-report-ylua-review.pdf
2013 Third Review of the Foundation:
http://www.gumalatrust.com/files/review.reports/Gumala.review.report.2013.pdf
Independence
In conducting our audit, we have complied with the independence requirements of Australian Key Governance Documents
professional ethical pronouncements.
General Gumala Foundation Trust Deed:
Auditor’s Opinion http://www.gumala.com.au/assets/general-gumala-foundation-trust-deed-marked-up.pdf
GAC Board Charter:
In our opinion, the financial report of the Gumala Investments Pty Ltd As Trustee for the General
Gumala Foundation is in accordance with the financial reporting requirements of the Trust Deed http://www.gumala.com.au/assets/120529-directors-policy-attachment-c-gac-board-charter-final.pdf
including: GAC Directors Code of Conduct:
http://www.gumala.com.au/assets/120529-directors-policy-attachment-b-gac-directors-code-of-conduct-final.pdf
i) giving a true and fair view of the entity’s financial position as at 30 June 2014 and of their
GAC Member Service Charter:
performance for the year ended on that date; and
http://www.gumala.com.au/assets/120529-directors-policy-attachment-b-gac-directors-code-of-conduct-final.pdf
ii) is prepared in accordance with the accounting policies described in Note 1 to the financial GAC’s Dispute Policy: http://www.gumala.com.au/assets/gac-dispute-policy.pdf
statements. GAC’s Members Complaints: http://www.gumala.com.au/assets/gac-complaints-policy.pdf
For Members
Member Service Program Application Guidelines:

http://www.gumala.com.au/assets/member-services-guidelines-2014-oct-changes.pdf
Gumala News website: http://www.gumala.com.au/about-us/news/
Gumala’s Members Notice Website: http://www.gumala.com.au/member-services/member-notices/
LEANNE K OLIVER
Director Gumala’s Employment & Training Website: http://www.gumala.com.au/about-us/careers/
Gumala’s Kidney Disease Campaign: http://www.gumala.com.au/assets/kidney-disease-the-growing-epidemic.pdf
Dated at Perth, Western Australia this 19th day of November 2014 Gumala’s Ear Health Campaign: http://www.gumala.com.au/assets/ear-book-web-ready.pdf
Members Complaint Form:
http://www.gumala.com.au/assets/gac-complaints-policy.pdf
GAC Membership Application Form:
http://www.gumala.com.au/assets/20-application-for-membership.pdf
GIPL Traditional Owner Beneficiary Application Form:
http://www.gumala.com.au/assets/general-gumala-foundation-application-2013.pdf
Gumala Privacy Policy: http://www.gumala.com.au/assets/gen.pdf
GEPLs Member’s First Business Policy: http://www.gumala.com.au/assets/gen.pdf
This report is also available for view at: http://www.gumala.com.au/documents
Annual report Acknowledgements: Kaye White - Banyjima Artist cover Art - Photography by Elly Lukale
258 GUMALA GROUP ANNUAL REPORT 2013-14 design attribution to Freepik and Flaticon. designed by GAc 2014.

Steve Mav

Hochgeladen von

Dokumentinformationen

Copyright

Verfügbare Formate

Dieses Dokument teilen

Dokument teilen oder einbetten

Freigabeoptionen

Stufen Sie dieses Dokument als nützlich ein?

Sind diese Inhalte unangemessen?

Copyright:

Verfügbare Formate

Steve Mav

Hochgeladen von

Copyright:

Verfügbare Formate

GUMALA

Gumala Gumala Gumala

Kaye White - Banyjima Artist - Birrubirri: A rainbow Eater

GUMALA GROUP ANNUAL REPORT 2013-14 5

SPECIFIC GGF OBJECTIvES:

to assist the traditional owners in becoming economically

to assist the traditional owners in the acquisition, development

to assist the traditional owners in asserting and maintaining their

8 GUMALA GROUP ANNUAL REPORT 2013-14

It is a privilege to have entities to advance self-determination

GUMALA GROUP ANNUAL REPORT 2013-14 11

GAC GGF GET Eliminations Total

NET SURPLUS/(DEFICIT) 1,699,289 4,978,204 3,974,063 (7,053,604) 3,597,952

GAC GGF GET Eliminations Total

CASH FLOWS FROM OPERATING

CASH FLOWS FROM FINANCING ACTIVITIES

Net Increase/ (Decrease) in Cash Held (4,196,187) (3,489,611) 2,588,124 - (5,097,674)

Cash at End of Year 793,100 23,512,236 5,191,444 - 29,496,780

MEMBER ASSISTANCE PROGRAM BENEFIT EXPENDITURE

Executive Summary $1.00 AUD

total GAC income since 2007 $15m

2007-8 2008-9 2009-10 2010-11 2011-12 2012-13 2013-14

GGF FUNDED MEMBER BENEFITS and ADMINISTRATION COSTS

EXPENDITURE BY IUC 2009-10 2010-11 2011-12 2012-13 2013-14

Key Funding Partnerships

EXtErnAL PArtnErSHiP FundinG 0

Karijini Eco Retreat ESS Gumala Joint Venture

$3,000,000 $3,000,000 $1,996,863

* Accommodation/Food and Beverage income ESS GumALA Joint VEnturE ProFit

Executive Summary inVEStmEnt ProPErty 22.5%

yLuA compensation income is influenced

terms with another

increased by just under $8

million. Since 2010-11 GiPL’s ProPErty tErm FiXEd BAnK

2010-11 2011-12 2012-13 2013-14

Overview of the Gumala Group  32

2013-14 Key Dates  32

Key Gumala Group Legal Documents  33

Taxation status of General Gumala Foundation entities  34

The Responsibilities of the Gumala Group Entities  35

Initiatives to Mitigate Gumala Group Structural Tension  36-37

Gumala Group Diagrams  38 -41

Social Complexity  42-46

About the Gumala Membership  48-49

Gumala Language Groups  50-51

Key Historical Events  52-53

Overview of Traditional Owner Cultural Values  54-55

Gumala Homeland Communities  56-57

General Gumala Foundation Joint Strategic Plan  58-60

The Gumala Group Leadership Team  62-63

2013-14 Key Dates

GGF funds through the development

Gumala Enterprises gumala ess gumala joint karijini eco

60% GUMALA ABORIGINAL

distributes member Programs

20% 10% 10% 10% 5% 5% utiLiSAtion

• tension between strategic objectives

Corporate Governance and Indigenous Values:

Predicting Future yLuA income:

• Strategies that can increase the

(also referred to as Yinhawangka)

BILDULTHA - WINDELL BLOCK

mEmBEr BrEAKdoWn By LAnGuAGE GrouP

Key Historical Events

GUMALA GROUP ANNUAL REPORT 2013-14 11

Overview of the Gumala Group 32

2013-14 Key Dates 32

Key Gumala Group Legal Documents 33

Taxation status of General Gumala Foundation entities 34

The Responsibilities of the Gumala Group Entities 35

Initiatives to Mitigate Gumala Group Structural Tension 36-37

Gumala Group Diagrams 38 -41

Social Complexity 42-46

About the Gumala Membership 48-49

Gumala Language Groups 50-51

Key Historical Events 52-53

Overview of Traditional Owner Cultural Values 54-55

Gumala Homeland Communities 56-57

General Gumala Foundation Joint Strategic Plan 58-60

The Gumala Group Leadership Team 62-63